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Pega Contact Center Transformation

The Landscape:

  • A large national payer (40M+ covered lives) had grown over time through M&A resulting in multiple back-end systems
  • For each of those back-ends, there was a different front- end application used in the contact centers
  • There were even two different Pega contact center applications, one for the government division and one for the commercial division
  • Business and IT relationship was not conducive to strong collaboration 

The Business Problem:

  • Operation ran as many “centers within a center.” 
  • Centers were not organized by business divisions or customer segments but by the back-end systems the agents needed to touch. 
  • This fractured landscape also meant that individual business problems had to be solved by multiple people, multiple times, in different ways to reach all the customer segments. 
  • Processes and handle times varied widely depending on system. Business teams with different peak seasons couldn’t support each other even for the simplest of call types. 
  • System changes in support of new processes had to be made in multiple places at higher costs.  
  • The result of the disjoined environment was high customer and agent frustration coupled with high cost

The Solution:

A transformational single Pega application for the contact center that could unify the centers and driving customer experience.  To do that we built a plan with 4 pillars: 

  • Strategic Architecture - common / shared components 
  • Product Discipline - ability to personalize shared components across business lines
  • Staff Enablement - on both Agile methodology and Pega Platform
  • Agile Best Practices - in-line and automated testing & dev ops

Results Delivered:

  • Annual ROI over $20M was delivered
  • Increased CSR and Customer retention
  • Time to production updates at a fraction of the cycle time
  • Total Cost of Ownership savings beating estimates
  • Improved CSAT and NPS scores as the contact centers were better able to respond to emerging needs through economies of scale
  • Training time was reduced by over 30% through reduction in number of systems touched and guided workflows
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