• Customers knew our processes better than the business did
• Inconsistency in performance
• Issues, errors & no clear path on how to address
• Processes built around old legacy systems
• No focus on what the business wanted to achieve

• Implemented BPM from the top down for structured method of analysis, review & planning.
• Developed process hierarchy
• Created visualisation of the business for all involved participants
• Created standard BPM language
• Embedded routine and rigor into everything they now do

• Using Billing & Payments as the pilot – results

were:

• Reduced TIO complaints by 53%
• Reduced bill shock and related complaints by 62%
• Reduced bad debt by 30%
• 15% fewer calls on a per customer basis
• 27% reduction in Churn

• Move from functional to cross-functional focus
• Stop looking “inside out”, but more “outside in”