Many Contact Center as a Service (CCaaS) implementations do not outright fail. Instead, they lumber along, underperforming and not realizing desired benefits like higher customer satisfaction, agent effectiveness, agent retention, agent occupancy rate, higher revenue, lower operating expenses, and increased productivity. Synergies that should exist between well-aligned CCaaS vendors and clients are supplanted with finger-pointing, wasted time, misallocated resources, and litigation.
CCaaS implementation failure can put reputational capital at risk and erode hard-earned goodwill between IT and business leaders. Customer experience suffers, business leaders, feel helpless, revenue suffers, agents quit, and people lose their jobs.
Ultimately, failure is the result of not recognizing that CCaaS is an operational model change and NOT just a technical change. Traditionally, buying technology has been a silo-centric, vendor-focused, inefficient process that is rife with complexity, confusion, and stress that leads to IT-versus-business turf battles on opposite sides of a huge IT-functionality and business-desired capability gap.
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