Finance and Economics IT Management & Business Others Marketing and PR
3 - 5 Years
Senior Manager CS Global Operational Excellence
The Senior Manager Global Operational Excellence will be responsible for prioritising, planning, testing and development of improvement opportunities identified as part of the CS Change Programme, Legislative or legal changes, proposition and product changes and new ideas developed during the delivery of CS Operations by the Analytics and Business Insights team, the Joint Opex team (As the conduit for ideas development from CS Operations), the Work Force Management team and the NPSI Team.
Overall purpose of the role is to lead a team of OpEx / new process design specialists to improve CX, UX and efficiency across Booking.com Customer Service Operations, and do this by:
Engaging with key stakeholders across CSLT, Central Ops, Regional CS Ops, Product, Tech and Commercial to understand the full ambition of CS process improvement and agree a prioritised delivery plan in conjunction with PMO - with elements including:
CS 2021 Change Programme
Product & proposition changes
Legal & legislative changes
New ideas developed via key internal teams, including: NPSI, WFM, Joint OpEx Team (as the conduit for CS Ops ideas dev), Analytics & Business Insights
Pega development Team
Setting a clear vision, goals and individual objectives for the OpEx team (level G and below)
Setting standards for and developing people in process reengineering technical skills and ability to facilitate & engage key stakeholders around improvement goals/objectives
Instilling a rigor in the measurement of success across core CS strategic KPI’s, CS Change Prog KPI’s and Individual Project Metrics
Programme managing OpEx activity plan to optimise use of resource and ensure fast pace of delivery
Continually collaborating with key stakeholders across the organisation to ensure OpEx plan remains in synch with organisational goals
Inspiring own team with clarity of vision & purpose, clear direction, development support, coaching and training.
The key objectives will comprise
Prioritisation: Maintain a prioritised funnel of opportunities for specific portfolios of ‘change’ in CS working with the CS PMO Team
Business Case Development: Review and develop initial businesses cases focused on identifying the likely value of the improvement, developing a detailed knowledge of the cause of failure, likely solutions, the impacted CS Metrics including the value of the improvement and the development of the plan for each opportunity
Testing and solutioning: The development of test procedures and an approach to test the assumptions included in the business case, including the iterative development of opportunities to the implementation of scale ‘A/B’ tests which will include a focus on people, process and system performance opportunities with significant focus on people and process
Pilots: Beyond testing and where necessary, develop pilot projects of varying scale where the timescales or success criteria require a longer term test maintaining the focus on ongoing Opex coordinating with the Project Management and PMO Team
One CS Focus: Participation with the Regions including EPS providers, via the Joint Opex team to identify process improvement opportunities, support the coordination of this focus across the Regions and support the implementation of the test and the development of the results through methodology and knowledge transfer
Cross department improvement: Support other business units, focused on the benefits to CS and the whole business, in the development of their improvement programmes where they impact CS Operations (either positively or negatively) and build relationships across this network to ensure that CS Opex is included as a partner early in conversations in terms of opportunities to improve performance.
Performance Measurement: Work with the whole Central Operations, Global Support and CS Team as part of the focus on improving performance providing input and support to ensure that every initiative we consider is linked to the key CS improvement targets measured in the CS Change Programme and in BAU performance to ensure that the improvements achieved can be measured
Change management and PMO: Support to and compliance with the PMO methodology including the development of an effective mechanism for prioritising and potentially combining new initiatives and the ‘lock in’ of all performance improvement initiatives
Communications: Managing the communication of the Opex Programme to ensure that all stakeholders and participants understand their involvement as well as progress, the results, further analysis and focus pivots as required.,
Learning and Development: Training and development to embed the Opex mind set in Customer Service commencing with the Joint Opex team to create a broader based expertise to make the process of identifying and testing potential improvements more efficient and effective in B.com CS
Central Operations Management: Active participation in the overall management of the Central Operations function including a stake in the development and assessment of all potential initiatives from initial analytics and insight to implementation and control
Engagement: Provide the enthusiasm and engagement across Central Operations and CS to reignite, generate interest and excitement in the improvements we are planning and delivering in CS
The Senior Manager Global Opex will have ownership for all improvement opportunities within their portfolio and as a member of the CS Central Operations Management Team will have joint responsibility for ensuring that the whole programme of improvement across the CS organization is achieved to contribute to the CS Change Programme and CS BAU performance.
The Senior Manager Global Operational Excellence will lead and manage a team of Operational Excellence specialists and professionals who will provide the operational excellence, process improvement and management input into the development of our tactical and strategic plans to improve Customer Service Performance. The approach has to be proactive with a very clear requirement to maintain a dynamic approach focused on accurate prioritisation, experimentation, controlled implementation and handover to operations.
Manage a diverse team to drive successful global performance improvement
Be the Central Operations leadership voice for the CS programme of performance improvement.
Work within and contribute to the governance programme of change established by the CS PMO team
Manage key performance improvement opportunities through a disciplined, customer focused process focused on a business case, with early identification of opportunities to achieve improvements through testing and MVP development where necessary
Build consensus and influence decision-making within executive- and senior-level audiences. Work effectively with all peers and stakeholders (such as WFM & Finance, Regional Operations, , Product and PS), create strong cross-functional collaboration with other departments and external vendors to ensure successful delivery of programs and projects impacting CS
Participate in the development and implementation of the CS Strategy a part of the Central Operations Leadership Team and broader CS Extended Leadership Team
Participate in the evaluation, planning and implementation of major programs for products and services purchased from third-party suppliers and vendors worldwide specific to CS. Participate in the development of commercials with third-party suppliers and be the point of contact for the development of the implementation plans.
Improvements extend to BAU changes caused by legal issues, new products and propositions and as a result of reviews of complaints or variations.
Work with the L&D team to develop the performance improvement capability within the CS team.
10+ years of related experience in driving operational excellence programs in complex CS or similar environments with specific experience of Lean, Six Sigma or similar programmes
10+ years general management and proven record in managing all facets of complex large multinational operations
Highly aware of the general operations of call centre operations, including but not limited to: WFM, forecasting and financial management, Change Management, Operational Excellence, (including Process management) People performance/development including Learning & Development trends, (including agile learning principles, adult learning methodologies, digital learning) , Quality Assurance (including setting Quality standards, QM, feedback process) Knowledge management and organisational change management
Experience of managing managing vendors & commercial relationships working alongside existing teams to generate performance improvements