The CEO’s mandate was clear and ambitious: reduce customer hold times from 40 minutes to under 1 minute by 2026. The question wasn’t if they needed change, but how to make it happen.
In a recent consulting engagement, we encountered a scenario that’s becoming increasingly common across enterprises: a complex organization with multiple business units struggling to deliver consistent customer experience through an aging contact center platform.
The Perfect Storm for Transformation
The company—a $5 billion industry leader with seven distinct business units—was facing a critical inflection point. Their current contact center platform, implemented in 2019, was fundamentally a “like-for-like” replacement of their previous 30-year-old system. It had solved the immediate technical debt problem but created new challenges:
- Customer hold times averaged 30-40 minutes
- Agents spent 5 minutes on post-call wrap-up
- Self-service capabilities were limited
- Business units couldn’t track where customer orders were in the system
- System changes required vendor involvement, creating bottlenecks
What made this situation particularly compelling was the CEO’s personal involvement. After hearing consistent customer complaints about hold times and order visibility, he created a task force and set an ambitious goal: reduce hold times to under 1 minute by 2026.
Beneath the Surface: The Real Challenges
While technology replacement was the obvious solution, our analysis revealed deeper organizational challenges:
- Business Alignment Gap: Seven business units with different operational models needed to agree on common requirements
- Process Over Platform: Reducing 5-minute wrap-up times required process transformation, not just new technology
- Self-Service Deficit: The “where’s my stuff?” problem wouldn’t be solved by agent tools alone
- Transformation Readiness: The organization needed a clear roadmap connecting technology changes to the CEO’s ambitious goal
The Transformation Opportunity
The most successful contact center transformations address both technology and operational realities. Based on our experience guiding dozens of similar transformations annually, the path forward requires:
- Framing the initiative as customer experience transformation, not platform replacement
- Creating a multi-phase roadmap showing clear progress toward the CEO’s goal
- Leveraging the initiative to standardize customer experience across business units
- Emphasizing self-service capabilities that directly address customer pain points
Organizations facing similar challenges should ask themselves: “Are we replacing a platform, or transforming our customer experience?”
For enterprises with complex organizational structures, the answer to that question can mean the difference between a costly technology refresh and a genuine competitive advantage.
Want to learn how we’re helping organizations transform their contact centers into strategic customer experience assets? Contact our team to discuss your specific challenges.
Written by Simplify


























































































































TELUS Digital
ibex delivers innovative BPO, smart digital marketing, online acquisition technology, and end-to-end customer engagement solutions to help companies acquire, engage and retain customers. ibex leverages its diverse global team and industry-leading technology, including its AI-powered ibex Wave iX solutions suite, to drive superior CX for top brands across retail, e-commerce, healthcare, fintech, utilities and logistics.





















Trista Miller



























