What are your current challenges at Unseren Grünen Glasfaser (UGG) in the area of Service?
For my current area at UGG, we need to briefly distinguish between two types of service: technical service related to activation – i.e., the commissioning of a fiber optic connection including any fault reports on the one hand – and on the other hand, consumer service, which is usually associated with the term “hotline”.
For both types of service, it is crucial to understand what expectations we, as a company, create for the citizens or users of our infrastructure. These expectations must be met. Even better is to exceed the expectation to enable an excellent customer experience. Simply put: “when you receive more or faster than expected, it makes you happy.”
In Network Operations, we are working to standardize many processes. A true challenge, considering the age of UGG as a company. Virtually every process is or has been newly defined, implemented, brought live, and quality-assured. A concrete example is adapting the so-called connection activation to industry standards and legal requirements so that activation is successful without manual intervention. Only in this way can we ensure the planned scaling. Among many other points, it is important to ensure quality and automation of interfaces with other partners (e.g., sales partners, ISPs).
In customer service, i.e., the hotline and responding to written inquiries, accessibility and response speed are the focus. Nobody wants to wait a long time in a queue or wait several days for an email reply. To ensure this as best as possible, expected contact volumes must be aligned with planned personnel – and this in a two-shift operation. We offer our consumers the possibility to contact us from 8 am to 8 pm – on Saturdays from 9 am to 5 pm – which is well received.
In addition to accessibility, professional competence, clarity, and friendliness are relevant. We must always keep in mind: consumers go through an unfamiliar process, such as construction work in the street, on their own property or apartment, and the mostly unknown process of provider switching. Questions arise that we want to answer. Therefore, knowledge standardization and the training of our service agents are important.
Which digitalization topics have you already addressed? And where do you see potential for the future?
Every company aims to achieve a high degree of automation. Setting the right priorities is essential. Solving all challenges simultaneously is utopian and limited by process clarity and data consistency. Here, we work successfully with our internal IT department as well as external service providers in agile cross-functional teams. We are making good progress, but there is still a way to go.
How has Liongate supported you in successfully implementing initial measures?
First of all, Liongate was able to quickly enter into a partnership with UGG. Core processes were initially unstaffed, and the rapid provision of capable consultants created immediate added value. Specifically, we tackled digitalization and automation together. We saw that many manual activities were performed for data reconciliation. Here, the Liongate team temporarily supported us with useful ad-hoc solutions to make data quality problems transparent, reduce processing times, and then sustainably address the root causes.
How has the agile working method helped you organize the departments and solve challenges?
Very much. Scrum and agile working methods are a broad and unclearly defined topic. We use sprints and Kanban boards. Not least, it motivates each of us when we deliver exactly what we planned for a sprint. This brings momentum, self-confidence, and energy for the next tasks. It was particularly important for me to meet each team member where they are and then go on the agile journey together. There are various beliefs about implementing agile work; in my experience, a team, department, or company must find its own way. Therefore, in my department, we went through a thorough needs analysis with Liongate to agree on methodological routines that people understand and consider meaningful.
Through Scrum and agile principles, we also create a certain conformity of working methods across my teams, i.e., with neighboring departments or other external service providers. Once the iterative process is understood, it can be applied together and synchronized. It is important for me to establish the right mindset and quickly learn from misplanning.
How did Liongate support the implementation of agile work?
The external “outside-in” perspective from Liongate helps a lot. Liongate was able to bring in experience from other customers very well. In detail: orchestrating agile ceremonies, introducing managers to agile working including coaching, as well as intuitive tooling. And last but not least, Liongate created a poster illustrating “our agile way-of-working” to onboard new team members perfectly – and to visualize the results of our process. I am a visual person and find this extremely helpful.
How satisfied are you overall with the collaboration with Liongate?
The basis for good collaboration is problem understanding, good communication, solution competence, and above all concrete results. My teams work on an equal footing with the consultants, and we make progress. In short: yes, I am satisfied, and we continue our collaboration…
What added value has the collaboration with Liongate brought you overall?
I distinguish between two phases: Phase 1 was about gaining and utilizing capacity – heads and hands. My department initially had few employees at the start of UGG – recruiting was in full swing. Here, Liongate bridged the time with colleagues until the team was in place – and the consultants spontaneously and pragmatically took on operational tasks. In Phase 2, Liongate brought us more and more digital expertise. Here, we had to create our structure and stay engaged with topics on a small flame, as these topics in operations or in the heat of action often risk being neglected. It was a lively time – building from four employees to about 20, while UGG was already active and successful in the market and the first customers were activated. The transition between Phase 1 and Phase 2 was seamless.
Where do you stand today as Customer Service and Network Operations, where do you see yourself in the future, and what developments are ahead?
Looking back, I can proudly say that we have built a competent, agile team and make progress every day. Great personalities drive UGG forward daily with competence and experience. This lays the foundation in both areas to successfully master the upcoming scaling steps of UGG. The market is very dynamic, there are sometimes new requirements, and it remains exciting. I can very well imagine that Liongate will continue to be our partner.
Thank you very much for this interview, and continued success to UGG.
