Implementation of a Global Support Specialist Model

We are looking to move our specialist model, next level above the frontline support, to a global model as opposed to a regional based model.

Does anyone have any experience on how to manage issues within in a specialist team across a global model? For instance, how to move the issues globally, assign, metrics to measure, etc.?

We currently have a model in which we move issues from a very experienced frontline organization to a specialist organization before they go to engineering. We do this regionally, i.e. within APAC, Americas, and EMEA.

We are interested in better utilizing resources globally across more experienced technicians globally but are looking for methodologies on how to manage issues from a global working queue. The challenge is how to manage customers on a global scale for higher end recreations and problem resolution on a global scale and how to manage and measure?

Sincerely,
Pam

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Replies to This Discussion

Permalink Reply by David Perrault on June 15, 2009 at 2:20am: Hello Pamela - we have just started a similar initiative so I'm quite interested as well to hear from others who might have been through this already.
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Permalink Reply by Ajay Gupta on October 9, 2009 at 7:43am: Hello Pamela & David,

One idea to consider can be to assign task to specialists instead of 'moving the issue'. In this model, frontline keeps ownership of the issue during its lifetime but seek help on complex tasks, which may include confirming with specialist before going to Engineering.

To utilize global resources, An overflow queue can help. Anything which can't be handled by local specialists, gets assigned to global overflow queue and get picked up by global experts, as they see.

Best measure for task based model is frontline feedback for specialists.

Hope this helps
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Permalink Reply by Doug Morse on October 16, 2009 at 8:37pm: Pamela,
I have done this at several large companies. Creating, utilizing and managing global skill pools is a very difficult process and leading edge in many ways. Good for you and your company for recognizing the need. I am a consultant and can help with your problems in more detail. Your questions are pretty broad here, I would be willing to answer specific questions here.If you want more detailed help, I would be happy to discuss how we could help with your efforts.; ▶ Reply to This

Permalink Reply by Brian J Flagg on November 2, 2009 at 11:32am: Pam,
I led an effort at IBM to centralize 44 help desk operations globally. There are important intermediate steps to getting to global sharing of resources, including measurement. A crucial step is standardization. It is of utmost importance to have identical processes, tools, and measurements across the regions to make globalization possible. Language may also be an issue, as local support teams may not all speak a common language across all countries/regions you support. At some point in the regionalization/globalization, a common language is a must, and then one must consider translation to local service providers, such as field support. Hope this helps.

Regards,
Brian Flagg
Senior Group Manager, Target Technical Contact Center
Member, HDI Strategy Advisory Board; ▶ Reply to This

Permalink Reply by KDLIM on December 17, 2009 at 11:32am: Pam

I would agree with some of the comments below. I set up a global support organization for Pitney Bowes and the key was consistent operations across the world. I also use swarming and virtual teams to achieve the issue response SLA's. The ownership is always maintained by the receiving Rep local to the customer. I would be happy to discuss by phone if you would like some further information.

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Permalink Reply by Shailendra Jadhav on December 18, 2009 at 1:29am: Hi Pamela

There are several challenges to manage issues within a specialist team that is spread geographically. Here are some things to take into consideration:

1. Is the plan to work any issue with the specialist team 24x7?
2. Does the issue require language support?
3. What is the response time / SLA committed to the customer?
4. Is this SLA defined for internal customer (s) or End Customer?

Some metrics I used are:
1. Was the issue escalate to the specialist team with in defined time frame?
2. How may times was the issue transitioned between the specialist team?
3. Did we meet the defined / committed SLA?
4. % of SLA met?
5. Reasons for missing SLA?

Finally, Feedback in the findings to improve the process / training / KB and track it again until you are satisfied your process works.

I hope the information is useful.

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Permalink Reply by Dave Winpenny on December 18, 2009 at 3:41am: Hi Pam,
Globalisation of higher levels of support brings a whole host of issues that you will need to address.
I agree 100% with the comments below regarding standardisation and measurement have to be in place to achieve what you want to achieve. Without them you will end up with finger pointing in one way or another.

I guess the one that I have battled with over the years (and to be honest never come to a satisfactory conclusion) is language. If your customers have an expectation of support in local language then you have to make a decision about if you staff to technical skills or language. When discussing with people I try to explain that global support is a 3-dimensional issue (technical skills, customer service skills and language); doing it right is like solving a Rubiks cube - easy to get one side the same colour, but what about the other 5??

In my current organisation, I decided to have case ownership move to a higher level at escalation time and worry about language later. The customers are generally wanting to have deeper technical skills to solve extended problems, and can either workaround the language issue or we bring someone in from Frontline to translate if necessary. But having a focus on resolution at escalation time has really helped to drive customer sat.

Other things to watch for are:

* vacations and public holidays - not the same around the world
* time changes - Australia moves in the opposite direction to the Northern hemisphere at clock change over time - can catch you out the first time.
* labour laws - overtime payments
* metrics - have to be consistent - I prefer to measure at the team level
* management structure - will you have a global escalation leader? If so, get ready for lots of travel :-)
* Lab management - can you create a centralised lab
* interface to specialists - do you have confidence in your 1st level to escalate good cases?

I could go on, but will leave it for now....

Cheers and Happy Christmas

Dave Winpenny; ▶ Reply to This

Permalink Reply by Christoph Goldenstern on December 18, 2009 at 3:58am: Pam,
What you are describing is fundamentally what the "Adapative Organization Model" (aka Betty) is trying to achieve. The Cosnsortium of Service Innovation developed this theoretical model. In practice, my experience is that you need for 5 critical things:
- understanding of what the gaps are in skills, processes, tools to move to such a model
- a common "problem solving language", I.e. Troubleshooting approach so service engineers can collaborate globally
- a work flow that clearly defines how this new global model should work
- a perfomance system that supports global collaboration and knowledge sharing
- a coaching model to sustain it all
Happy to chat further.
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Permalink Reply by Steven Earle on January 4, 2010 at 7:41am: Pamela, I have extensive experience in this arena especially embracing emerging models and tools to allowing for both measurement and collaboration across the entire enterprise. Please send me a message and we can discuss at length

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