Maximize the Value of Your Consulting Engagement
Sitting down with your executive team,
you’ve digested the findings found in the Opportunity
Assessment that Trindent Consulting conducted on several key areas of your
organization. Impressed, and ready to
achieve the sustainable financial improvements Trindent has outlined, you and
your team decide to
proceed forward with the Engagement proposal.
Before the work starts, here are the three key things you should know in order to maximize the value of your consultants.
- Your Team Plays a Central Role in Steering the Ship
An implantation engagement is a complex process
and can face a number of challenges that would stymie its true value potential.
While consulting teams are used to
working through whatever obstacles they face, being able to collaborate with
the right client team is necessary to keep the engagement on track and maximize
its value.
One example where good client collaboration
is key is keeping the work within scope.
Consultants frequently receive requests to complete or analyze work
outside the defined scope of the engagement.
There are circumstances where these asks may be appropriate, but often
they are not, and they run the risk of sending the engagement down a proverbial
rabbit
hole.
To the person making the request, the
additional task may seem minimal, something that shouldn’t take long given the
expertise of the consultants, but these requests add up, and if left unchecked
can divert attention away from the true objective of the engagement.
In situations like these, consultants necessarily rely on the expertise of the client team to help navigate the ship in the right direction, saving time and avoiding wasted effort in order to maximize the value of the project.
2. Get Ahead of This Detail
When a project enters the Engagement phase,
it’s most likely not the only ongoing initiative within the organization. Most companies will have several on-going projects
running concurrently. The Financial
Evaluation your company will be doing throughout the life of these projects will
see savings being found, but without a clear delineation as to what initiative
they originated from.
Halting or delaying any engagement schedule
to ascertain the source of benefits is counterintuitive to adding value. It’s easy to get caught up in details, but
project schedules need to stay on track and not lose momentum in order to
maximize the savings your company will realize. Therefore, it’s important for your leadership
team to know when projects go live and what benefits they are projected to find. This way, savings can quickly be attributed
to their respective programs and schedules can stay on target.
With a Trindent engagement, you will be able to refer to our Method Change documentation, which will clearly outline the key activities and calculated savings within the cost-benefit analysis to allow you to easily track the savings our initiatives are finding.
3. Regular Project Updates Lead to Success
There is a long-standing belief that consulting projects conceal the value they create or that the achievements of these projects are untraceable. However, part of Trindent’s process is to hold weekly Engagement Status Report meetings with client management teams to update them on progress against targets, to celebrate the wins, and to discuss setbacks or challenges. Project outcomes are openly examined, and annualized savings are reviewed.
These meetings are your team’s opportunity
to maximize the value of an engagement, and it’s therefore important that they
attend the meetings regularly and stay involved as much as possible. The meetings give your team regular and
recurring visibility to the progress of an engagement and whether it’s tracking
against targets. They give your team the
opportunity to provide guidance in areas of challenge, and a chance to voice
concerns that can be resolved before they become a larger issue that affects
the project. These meetings are key to a
successful project outcome.
Maximum Long-Term Value
Trindent engagements aim for sustainable
changes that last and continue to yield benefits for a long time. But it’s critical to have good collaboration
between clients and consultants to maximize the benefits of process, system,
and behavior changes. Your team has an
important role to play in the success of any engagement.
Dissecting Trindent’s Values for New Applicants: Passion for Solving Complex Problems
The hiring process should always be a two-way
street, with both parties assessing each other to determine if there is a good
mutual fit. Today’s workforce is a lot
more conscious of what their employers stand for and how they do business. Accepting a job offer has become about much
more than just making money or seeking a title; it’s about aligning your
principles with the firm’s to achieve career satisfaction and fulfillment.
For any applicant, evaluating a company’s values is an important part of choosing to work for them. In order to ensure the longevity of tenure, your focus should be on more than just financial compensation. It also needs to be on determining if there is a match of values and culture. By analyzing a company’s set of values and comparing them against your personal ones, you can determine whether or not the partnership will be a successful one.
Understanding a company’s set of values is more than just reading the words. You need to take the time to break down the value statements and analyze what they really mean. At Trindent one of our three core values is “Passion for solving complex problems”, which can be broken down into two parts.
- Solving complex problems
- Passion
Solving Complex Problems
Trindent works with clients in three verticals –Energy, Healthcare, and Financial Services – to identify problems and implement sustainable solutions. Our engagement teams are made up of consultants with diverse but strong backgrounds, and we leverage this wide-ranging expertise to bring multiple and inventive perspectives to solve complex problems.
It would be simple if every client had,
without deviation, a standard set of problems with no variables, all of which
could easily be fixed by applying cookie-cutter template solutions. However, because no two problems are ever
the same, and every problem requires an innovative solution, our consultants
have to tackle the complexity of each engagement with a scientific but agile
approach.
Passion
In the context of our values, “Passion” refers
to the dedication and enthusiasm it takes to do the work we do at Trindent
Consulting. It speaks to the character
trait we seek in all our candidates.
By nature, the day-to-day activities of management consultants are not repetitive, so this job is not for those who seek roles that have a predictable, daily, rhythmic cadence. We constantly deal with uncertainty and variability, and we look for applicants who are not intimidated by the complexity and who welcome the challenge it brings.
Conclusion
Before interviewing with Trindent, it’s important to evaluate if your approach aligns with our values. Our recruitment process is designed to not only find top candidates in terms of experience and education but also the best values and culture fit.
We look for candidates who seek a challenge to tackle and a fast-paced environment to work in – and who understand the rewards and growth opportunities that can bring.
If you are passionate about solving problems and find meaning in achieving results, then click here to find out more about our recruiting.
Scrum – an Agile Framework
Agile and scrum are familiar terms in
most workplaces. Together, they make
project management and development faster, more streamlined, and more
cost-effective.
But what are “agile” and “scrum”? And is your organization using them?
Agile methodology is an umbrella
term for a set of frameworks and practices based on specific values and
principles. It is a project
management methodology
that promotes flexibility, acceptance of change, and frequent deliverables. Scrum provides structure and rules to
implement agile processes, define roles, manage meetings, and more.
High-Value Features Within Short Cycles
Agile helps organizations build the right product in a
more responsive way, delivering benefits to both the organization and the
customer. Development and delivery of high-value features or priorities within
short cycles decreases overhead and improves efficiency for the organization –
while being more responsive to requirements of the customer.
As small incremental releases are made visible to the stakeholders throughout the development cycle, issues can be identified at an early stage, making it easier to respond to change, which in turn enables enhanced quality and risk management.
How the Scrum Works
Scrum is distinguished from other agile
approaches by specific concepts and practices. Here are some basics:
A sprint is a short, time-boxed cycle (one to three
weeks) when a team works to complete a set number of deliverables.
In Scrum, teams contain three main
roles: Product Owner, who manages the product vision; Scrum Master, who manages
the process; and Scrum Team, who completes the daily tasks required for
each sprint.
Sprint events (or meetings) include:
planning at the beginning of each sprint; daily touchpoints held at the
same time and place every day for 15 minutes during the execution of the
sprint; review after a sprint execution is completed to provide a working
product demonstration to the product owner; retrospective at the end of a
sprint to evaluate the process and identify areas for improvement; and backlog
refinement prior to the next planning to prepare the backlog for the next
sprint.
The goal is to have a deliverable
product ready at the end of every sprint. When a sprint is complete, the next one
begins. This real-time process enables
teams to make rapid decisions based on results.
Is Scrum Right for You?
Its purpose of Scrum to make
unmanageable work manageable through a set of defined processes structured to
allow flexibility. If your project has uncertain
requirements or technology issues where change is likely and requires knowledge
creation and collaboration,
then an agile framework and Scrum is for you.
Click
here to
learn more about Trindent’s approach and methodology to effective project
management.
Coding for Consultants
Companies that are frequently associated with coding and programming are tech giants such as Google, Apple, Facebook, Amazon, and Microsoft (GAFAM). However, as companies digitize their businesses there is often more data than can be consumed. This has resulted in coding becoming one of the most important job skills for professionals across many industries including management consultants.
Like GAFAM and major banks, consulting firms have either been building or aggressively expanding their data analytics department. They are seeking individuals who can design algorithms and construct complex models. A dedicated analytics team that works with general consultants to analyze large data has proven to drive business decisions for clients; I have personally found that the ability to analyze data, develop applications, and create tools to enhance a client’s business are skills that are invaluable at many points during client engagements. While I agree that a dedicated analytics team is useful and perhaps essential to being competitive in the industry, I believe that all consultants should have some general knowledge and proficiency in coding.
Data analytics beyond excel
Most generalist consultants neither code in Python or R nor do they use SQL for database management. Fluency in manipulating data on Excel is often the base requirement, but it is time to expand beyond this skill set as the world is becoming faster and more automated. As we know it, automation will have a profound influence on the future of all industries; machines will be able to perform an increasing number of tasks both efficiently and simultaneously, and if consultants are not able to equip themselves with skill sets that support this change, it makes it difficult to truly be effective and provide value to our clients.
Excel has gained extreme popularity since its inception in the 80s and it has become the go-to tool for all types of data analysis. However, many of us do not stop to think whether it is the right tool for the task at hand. While Excel is a great mass-market tool that provides the power of statistical analysis in a relatively user-friendly way, it does not separate the numbers from the process which makes it difficult to follow the logic behind an analysis, find the error, and manipulate a spreadsheet that someone else has created. Furthermore, it can be relatively slow when handling large data sets as many of us know.
That said, my challenge is for consultants who are unfamiliar with Panda and Python or R to learn something new – try to develop a basic understanding of data visualization, statistical analysis, debugging, and commenting on codes using these tools. Learning to code can be intimidating but it is a form of problem-solving that will get better with practice. Finally, while it is up to the individual to be committed to learning something new, I believe that it is worthwhile for consulting firms to invest in their staff by providing the necessary tools and training for coding.
The author of this blog, Kevin Kim is a Senior Consultant at Trindent Consulting
The Pyramid Principle: Lessons in Effective Writing
How many times have you read a piece and thought to yourself, what did I just read? I know I do that on the daily and I cannot stop but wonder, do my readers feel that way about my writing? During a discussion about effective communication, a mentor of mine led me to the following book: The Pyramid Principle.
The Pyramid Principle advocates that “ideas in writing
should always form a pyramid under a single thought.” The single thought is the
answer to the question at hand and the supporting arguments are found under.
Then comes evidence for each argument. “Ideas at any level in the pyramid must
always be summaries of the ideas grouped below them.”
Written by Barbara Minto, the Pyramid Principle describes how to effectively structure your written pieces. She argues that by using an answer first methodology, grouping supporting arguments and logically ordering supporting ideas, one can structure their piece of work in a way that is for the human brain to process.
Answer First Methodology
The first rule of effective communication for any consultant is to answer any question ‘answer first’. For many scientists and engineers like myself, this top-down structure is counter-intuitive: it goes against the structure enforced in technical writing such as scientific papers. However, in business, an answer first methodology is the golden standard of effective communication.
An answer first methodology maximizes your time with the audience. From my experience working as a consultant, I learned that executives are busy people who rather know the result instead of the details on how you got to the result. Using an answer first approach, therefore, allows you to provide them with the answer they are looking for in a timely manner.
Moreover, an answer first methodology favors a top-down approach that is naturally easier for our brain to process. Laying out the bigger picture first helps the brain process the remainder of the information.
Grouping supporting arguments
Grouping supporting arguments helps the brain process large
amounts of information at a single time. Take this as an example, which
shopping list would be easier to remember?
- Tomatoes, chew toy for the new puppy, bananas, broom, oranges, dog brush, plates, and toilet paper
- Fruits (tomatoes, bananas, oranges), puppy stuff (chew toy, dog brush) and household items (broom, plates and toilet paper).
Our brain has a natural tendency to group information as it
reads it. Therefore, grouping arguments in writing greatly helps the reader to
categorize information, helping the overall absorption of information. In the
example above, the second shopping list is much easier to remember than the
first because it separates a list of mixed items into three distinct groups.
This principle can and should be applied to writing in a business setting as it will help the writer get his thoughts across effectively.
Logically Ordering Supporting Ideas
Lastly, the organization of evidence is crucial in formulating a compelling argument. You must make sure that evidence grouped together to present a clear inductive or deductive argument.
An inductive argument “will take a set of ideas that are
related simply by virtue of the fact that you can describe them all by the same
plural noun”. An example of an inductive argument is:
- Pomeranians help with alleviating stress
- Samoyeds help with alleviating stress
- Dachshund help with alleviating stress
- Therefore, dogs help with alleviating stress
A deductive argument, on the other hand, presents arguments
in successive steps. An example of this is:
- Businessmen wear ties to work
- Ties are part of a business formal outfit
- Therefore, businessmen dress in business formal
Next time you're about to write something, why don’t you give this pyramid structure a try. I can guarantee that it will lead to more effective communication because it has done so for me!
This blog's author - Meng Zhang is a consultant at Trident Consulting.
Lean Concepts For Knowledge Workers
The core idea of “Lean” is widely recognized even by those
who don’t know the terminology. The
fundamental objective of Lean is to create and maximize value while eliminating
waste. It’s a principle aimed at optimizing
the people, resources, efforts, and energy of an organization with the goal of
creating maximum value for its customer.
Basically, Lean means doing more with less while doing it
better.
The continued success of Lean thinking, principles, and methodology makes it one of the main building blocks of almost every process improvement initiative that consultants tackle.
Adding Value Through the Elimination of Waste
In Lean, there are traditionally 7 types of waste:
Lean practitioners often add an eighth type of waste – unused talent.
When waste is removed, only the necessary steps required to
deliver a product or service to the customer remain in the process.
Using a Lean Lens to Look at Knowledge Worker Efficiency
Although traditionally applied to manufacturing operations, the concept of creating and maximizing value through the elimination of waste applies to any operational processes, including those performed by knowledge workers. A knowledge worker or a “white-collar” worker is defined as someone who uses and handles information and data daily to perform their job.
White-collar jobs tend to be very fluid in structure, constantly evolving, adapting, and innovating to meet current situational needs, so identifying Lean types of waste in knowledge workers can be challenging.
Here are two examples of Lean recommendations Trindent frequently
makes to clients with knowledge workers:
- “Cut and Paste” saves time. Receiving information in an appropriate format plays a huge part in reducing over-processing in a system. Reformatting is a tedious and time-consuming task that can be avoided if the information is transmitted in the correct format in the first place.
- Don’t get consumed by data. Getting fixated on and sidetracked by extraneous details results in trying to juggle too much data and too many KPIs. Focusing on value-added information when setting KPIs will prevent overproduction and accumulation of data inventory. This will keep the process Lean and prevent information clutter from slowing workers down.
Inward Reflection for Consultants
For consultants, Lean should not start and stop with their clients.
As knowledge workers, consultants must practice what they
preach by using Lean
consulting principles themselves. Preforming inward reflections to draw focus on
waste creeping into their work allows them to maximize their own value output.
Consultants need to work in a very lean manner to provide
the maximum possible value to their clients, which in turn will translate to
their clients becoming a lean operation themselves.
Why Digitization Doesn't Solve Everything
It’s exciting to think of the
opportunities technology has created over the last several decades, and to
imagine how many more are still untapped and underutilized.
One of the most significant changes
technology advancement has had on business has been the digitization of
information and the analytic and communicative power it brought with it. This article looks at why, even with all the
benefits digitization can bring to running organizations, its value can become
diminished if it’s not properly utilized.
Access to Data Does Not
Automatically Provide Business Insight
The business world has historically been at the forefront of capitalizing on digitization because of how much it has enhanced the ability of companies to collect, store, and analyze data. However, gathering information does not mean that it, by itself, it is sufficient, meaningful, or actionable, or that possessing it will automatically lead to sound business decisions. Without having the capability to understand the data you’ve gathered – whether you have the correct data, what it means, how to synthesize it, how to use it to gain insight – it’s an unworkable tool.
A famous example of this is the 2008 collapse of the US economy. Prior to that year’s market crash, Wall Street gathered a glut of information, all pointing to the instability of high-risk sub-prime loans. Lots of people had access to the data, but only Michael Burry, whose story was made famous in the movie The Big Short, knew what to do with it. He knew how to understand what the data meant, acted on it, and made hundreds of millions of dollars while the rest of Wall Street was left in bail-out mode.
The Ability to Reach Customers Does
Not Guarantee the Right Outcome
Another by-product of digitization
is the myriad new ways for businesses to reach their customers. With the proliferation of social networks and
digital media, it became possible to not only reach target audiences in a much
more efficient way, but to also get almost instantaneous feedback about them. Companies gained access to previously unthinkable
levels of detail about their customers’ demographics and preferences.
However, not everyone with access
to that information was capable of using it to their advantage. For every company who knew how to successfully
capitalize on their digital presence to target their customers in just the
right way, there were many more who sunk untold capital into digital marketing
without budging their market share. Why?
Because companies like State Farm Insurance realized that simply gathering
information about clients wasn’t enough; the information needed to be used
correctly for their targeted marketing efforts to successfully drive sales of
their product.
Digitization may now be necessary to compete in today’s marketplace, but without knowing how to utilize this still burgeoning form of communication properly, a business can not guarantee it will help them grow.
Collecting Data Related to Business Processes Does Not Guarantee Efficiency
Similarly, collecting vast amounts
of data about business processes does not automatically give insight into their
efficiency or improvement. Companies can
spend significant capital installing systems to rapidly collect massive amounts
of data, without knowing how to utilize it in a way that justifies the
financial outlay. Management can spend a
disproportionate amount of time generating and looking at irrelevant reports
instead of being handed properly gathered and analyzed data.
Companies still need to apply sound business principles and good analysis of the data in order to use it to help them reach the most correct assumptions. Otherwise, the information, especially in large quantities, may become more of an impediment.
Redefining the Approach to
Digitization
So, while digitization does lead to progress, how do organizations ensure they use it correctly to drive bottom-line improvements? How do they avoid falling into the trap of progress for progress’ sake?
The answer can be found in redefining digitization as a means to an end, rather than a silver bullet for competitive advantage. Organizations need to pivot their approach to begin seeing digitization as a means to create sound management tools because on its own, digitization can’t solve working capital management problems, or revenue growth, or improve key drivers of financial performance. These are processes driven by implementing sound methodology, proper systems, and the right behaviours. Digitization can help achieve these targets of operational excellence, but it can’t get there on its own.
Click here to learn more about Trindent’s approach to creating sustainable and long-term value through its business management consulting services to address core business principles.
Refinery Maintenance: Defect Elimination
There
is a famous quote, “insanity is doing the same thing over and over again but
expecting different results.” By this
definition, it is senseless for a refinery to all allow major equipment to fail
the same way multiple times. These types
of failures can lead to expensive production stoppages and result in unplanned
overtime, both of which come at a higher cost than Preventative Maintenance.
At Trindent Consulting we believe in using Risk Based Decision Making to support Defect Elimination – also known as Root Cause Failure Analysis (RCFA).
Defect Elimination is a process to identify the root cause of a failure, determine efficient ways to prevent the failure from reoccurring, and implement those changes. But not all Defect Elimination programs are created equally, and there are key guiding principles that can greatly enhance the outcomes of the program.
- Find the Balance – Once set up, a Defect Elimination program can be a powerful tool; however, it can also be a great burden. It can be tempting to try to use the program to prevent every failure, but this can result in misguided analyses and diminished returns. A proper Defect Elimination program will have thoughtfully crafted criteria for investigation selection and prioritization. We can help you find that balance.
- Accountability – Your employees are hard at work, and Defect Elimination programs can seem like an unwanted distraction and disruption to the normal flow of work. Creating the proper RACI matrices and Standard Operating Procedures (SOP) can streamline the process to become status quo. Without the proper accountability, momentum for the program may vanish. We know how to implement changes in a sustainable manner.
- Common Understanding – The foundation for any strong process is the underlaying system that enables the change to occur in a consistent manner. SOPs are the backbone of a Defect Elimination program. The proper SOP can facilitate the learning process, set clear definitions with terminology, improve the analysis process, and enable the optimal outcome. SOPs create a common understanding that allow for a process to be repeated and reproduced in a consistent and reliable manner. We know how to build strong foundations.
- Right Tools for the Job – Using the right system tools,
methodologies, and frameworks makes the overall program more efficient and
drives results. Using incorrect tools can make the process burdensome,
cumbersome, or altogether ineffective. We
have methodologies, frameworks and system tools that can be quickly tailored to
your needs. Using best practice templates
expedite the execution timeline - allowing for quicker execution and savings.
To learn more about how Trindent can Make it Happen in your company, reach out to our team on LinkedIn or through our Contact Us page.
The author of this article, James Greey is a Senior Consultant at Trindent Consulting
Teamwork - A Coveted Skill for Consultants
Teamwork.
It’s a skill most people have on their
resume, but few truly embody.
Although every employer views teamwork as a needed skill, some
professions depend on it more than others.
In consulting particularly, the ability to work effectively and productively with others – whether it’s colleagues or clients – is one of the top consulting skills essential to achieving project success.
Recognizing Challenges Within a Team
In
consulting, we need to work as a team to succeed. This
might sound easy to do, and for some, it is.
However, for a lot of consultants there’s always that one or two people
with whom their personalities and styles just don’t mesh. It could be a co-worker that they don’t get
along with, a client who’s questioning them at every process change, or a boss who
seems to always have it out for them… it seems to be an inescapable part of the
professional landscape.
Being able to recognize these roadblocks to teamwork when they arise and
addressing them effectively takes great skill. When disagreements emerge between colleagues,
for example, they are faced with two choices; either take the easy road out – ignore
the situation and hope it goes away, or jump to confront – which often causes
more harm than good to the team.
It takes real teamwork skill to find the right solution, one that lies
somewhere between ignoring and confronting.
Knowing When
to Listen…And When to Escalate
The first step in working together, especially when facing disagreements and adversity, is knowing how to listen – and knowing the difference between listening to hear and listening to respond.
Listening to hear a team member allows you to understand the
situation from their point of view, which can open your eyes to positions that
you hadn’t considered, and can potentially change your own outlook on the
situation. It also works to keep all members of the team feeling
engaged, valued, and respected. By
allowing open dialogue to then emerge, this alone can often solve a
disagreement before it worsens.
If listening and dialogue didn’t lead to a solution, the next step is escalation. Knowing when – and how – to escalate is extremely important. Recognizing when input from someone outside the team, such as a manager or supervisor, may be needed to settle disagreements is a great example of teamwork skill. While it may seem like appealing to a higher authority in cases of disagreement is antithetical to good collaboration, sometimes the best display of teamwork is the ability to step aside and ask for help for the sake of the team.
Teamwork Contributes to Success
Teamwork sometimes seems like a generic skill everyone puts on their
resume, but to have an in-depth understanding of what that skill entails and to
be able to action it can make a real difference to success in the workplace. The fundamental driver behind a thriving team or
a successful client relationship is strong teamwork.
The Art and Science of Measuring Productivity
In most organizations, measuring productivity should be a straightforward exercise. But our experience shows that even in companies where productivity should be extremely easy to evaluate – for example, with assembly line production – there is often insufficient attention paid to proper productivity measurement, and proper discipline around undertaking the measurement process is never established or enforced. And in companies that deal with productivity processes that are less straightforward, where production activities have numerous components that are hard to summarize in a limited number of KPIs, these challenges are exponentially exacerbated.
Regardless
of whether measuring productivity in a given organization is simple or
complicated, it’s an extremely high value exercise. The amount of money “left on the table” is
often astounding, and enormous savings are frequently uncovered by Trindent
during our engagements by simply bringing productivity measurement up to an
appropriate level. And yet poor productivity measurement is commonplace.
The phenomenon can rarely be attributed to intentional negligence. Rather, Trindent works with seasoned and savvy executives who lead organizations into this pitfall unconsciously, for reasons like a lack of proper measurement tools, or the lack of political will to change the status quo. Often, an established but inadequate process is left in place for years, its shortcomings becoming less obvious the longer it’s in place. And just as often, organizations are aware of shortfalls in the measurement process, but lack appropriate tools and resources to identify the root cause of the inefficiency and to address them.
In our engagements, Trindent Consulting uses a rigorous three-prong approach to identify the lack of proper productivity measurement, and to establish best practices to fix them:
- Observation: It’s easy to underestimate the power of a fresh perspective, especially one backed by proven methodology and coming from trained process inefficiency assassins. Our consultants dissect and analyze every process, design proper KPIs around them, and identify the proper improvements that need to be implemented to fix them.
- Toolkit: Having in-depth knowledge of a process and how to improve it does not fix the process on its own. The next step in achieving improvement is to build the toolkit to make it happen. Trindent has extensive experience developing and successfully deploying simple but powerful tools to measure productivity. All tools are uniquely developed for each engagement and are never re-used for other clients.
- Experience: Trindent Consulting uses its considerable experience across its three industry verticals to build a base of industry specific process knowledge. While every client is unique, the art and science of identifying the best formula for productivity measurement becomes honed when the exercise is repeated and perfected.
Click here to read more about Trindent’s approach to process improvement in measuring call centre productivity, insurance operations productivity, and healthcare productivity.