Jay Minnucci

Some organizational leaders are fully bought into the long-term benefits of satisfied customers, but others need proof.

The prioritization process can be viewed as a complex set of forecasts: what will we need most in the future, how much will this improve if we add that, will this technology stand the test of time, etc.

If you want to differentiate based on service, you have to adopt the approach that everyone counts, and your people, processes and technology have to be built to support that approach.

When I ask contact center leaders about things that keep them up at night, a common concern is the ability to find staff that will succeed in the role of an agent.

WFM practices exist at the crossroads of employee needs and organizational requirements. How an organization navigates the delicate balance says a lot about the value placed on agent needs

Contact centers may not sit around talking about the different sides of the brain, but each has a unique approach to management that favors one over the other.

Contact centers may not sit around talking about the different sides of the brain, but each has a unique approach to management that favors one over the other.

When I ask contact center leaders about things that keep them up at night, a common concern is the ability to find staff that will succeed in the role of an agent.

When you do the same thing, day in and day out, without ever taking time to objectively look at it and clean it up, you really create a mess over time.