The client and context:
· Kuwait is the group's flagship operation, which was established in 1983 and in 1994 became the first telecom operator to launch commercial GSM services in the region and the offering nationwide 4.5G LTE. In June 2019, the operator launched 5G commercial services and by end of 2019, covered over 90% of populated areas with 5G services.
· The company was gearing for a regional expansion and was aspiring to be cost competitive.
The challenges:
· Core business processes were broken, dysfunctional, or underperforming.
· Leadership sought dramatic process change (reengineering) as a solution for better denominator management (costs), to enhance returns.
· Also, for enabling the organization to be more agile and data driven.
What we Did:
· Have those who use the output of the process perform the process. Customer Service Agents, for example were the ones responsible for the outcome of the process— happy customers. Key Performance Indicators were connected to Profit and Loss (P&L), so the process outcome was extremely important to agents; they were motivated to be accountable for the outcomes.
· Put the decision point where the work was performed, and build control into the process.
· Agents didn’t need to turn to managers for decisions; they could decide what’s best for the customer at the right moment of the process. The company achieved a 71% decrease in transferred customer calls, 31% reduction in calls escalated, 25% drop in post paid customer churn, 56% increase in Net Promoter Score, and 48% decrease in customer agent attrition.
What we achieved:
Listed on the local stock exchange, revenues exceeded several billions of USD, backed by an impressive 26% year-on-year growth, while consolidated EBITDA rose on an average year on year by 40% Y-o-Y), reflecting a healthy EBITDA margin of 44%.
Consolidated net income grew 10% on an average year on year, reflecting a healthy Earnings Per Share as well Expanded into across Bahrain, Iraq, Jordan, Lebanon, Morocco, Saudi Arabia, South Sudan, Sudan
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