Contact Center Consolidation

Client Business Need:

The region of one of America’s leading health care providers and not-for-profit health plans committed to a national shared service model, which called for consolidating their regional membership services centers.

The situation:

This regional division was the first region to move its membership services center to the Shared Service environment, sharing calls across three states This change affected a significant amount of the regional workforce by eliminating 100+ positions and changing the roles, responsibilities, and working relationships of many of the key Business Partners and processes in that region.

Our client’s primary concern was managing the potential adverse effects of change for their half a million members while honoring their core value of treating employees with dignity and respect during a time of uncertainty.

71 & Change Solution(s)

Over the course of a year, we worked together to manage this significant change by:

  • Conducting 1:1 interviews with senior leaders at National and within the region to ensure alignment of strategy and priorities
  • Facilitating a gap-fit analysis work session to identify critical areas of high complexity and risk as well as the associated mitigation plans
  • Orchestrating a comprehensive work plan to announce and work with a heavily represented workforce throughout transition period
  • Creating leader action plans for senior leaders and highly-impacted stakeholder groups to ensure readiness and engagement for the transition
  • Developing and implementing a phased work plan that allowed for ability to build confidence and capability over time with readiness and success metrics
  • Building a comprehensive training and deployment plan to address knowledge transfer and localization
  • Organizing a thoughtful, on-going placement effort for displaced employees
  • Documenting current and future state processes with Northwest Business Partners and Shared Service teams including services level agreements
  • Hosting an interactive future-state process walk for all Regional Business Partners to increase confidence in the transition to the Shared Service and the impacts to their members


  • A 30% reduction in transition costs due in part to greater employee placement and stronger employee engagement
  • Smooth represented labor negotiations and transition due to attention and emphasis on ensuring proper Organizational readiness focus at announcement and throughout the work plan
  • Met or exceeded 80% of service metrics for transition calls within first month of transition due to defined scorecard measurement process for all project phases –  identifying baselines and goals for success
  • Greater regional acceptance, adoption and confidence in the transition due to early engagement and education
  • On-time and under budget for overall project due to a phased approach that built confidence over time
  • Provided repeatable tools and templates for future transitions to the Shared Service environment
  • Demonstrated the value and need for strong Organizational readiness that has been held up as the gold standard for all future projects