Kathleen Peterson

Unfortunately, as long as the C-level talks about customer experience and the contact center talks about erlangs, not much more progress can be made.

The obstacles we face may be due to management practices and NOT to frontline performance issues.

Too often at the company’s core, we find executive leaders in denial. They just don’t want to know that their enterprise can’t get the customer experience right.

If information is present, but difficult to get at, the customer relationship, the experience and the company brand will not be advanced.

Governance becomes very significant as many contact centers begin to emerge across the healthcare system and leaders see that “no one is in charge” of them.

Confusion is a constant companion when it comes to CHAOS and confusion often leads to conflict.

Challenge everything, including your last best idea. Contact centers are a sea of change; navigating change means constantly evaluating operational conditions in the center.

Healthcare systems must take a long and hard look at these protocol/preferences that force calls to be transferred back to the practice; this scenario is the ultimate digital obstacle.

People need to engage on a human level to grow conversational skill, which is more an art than a science.

There is no more important factor in today’s healthcare contact center than training, and it is far too often given short shrift.