A young agent named Hala answered. A man was furious—his internet was down for the third time this month. Old Sara would have seen a detractor. New Sara saw an opportunity.
Six months after certification, Sara was asked to speak at a COPC conference in Dublin. She titled her talk: The Cost of a Human Moment.
Sara rubbed her temples. The root cause was simple: they were a chaotic factory of pain. Agents had no authority, knowledge bases were three years out of date, and quality assurance was a tick-box exercise that praised script adherence over problem-solving. Turnover was 80% per year. They were hiring just to fill seats that had gone cold. A young agent named Hala answered
The first COPC principle was brutal: Define, Measure, and Control. They started with a single metric: . It was at 42%. Sara set a target of 85%.
Hala listened for three minutes. Then she said, “Sir, I see the two previous tickets. They closed as ‘resolved,’ but you’re calling again. That’s our failure, not yours. I’m going to stay on the line, conference in the network team, and we won’t hang up until you see your Wi-Fi symbol back.” New Sara saw an opportunity
“I’m the person who is allowed to fix things now,” Hala said.
“The sixth person I spoke to said, ‘I am sorry for your loss.’ No one else said that. It took you six tries, but you finally saw me. Thank you.” Sara rubbed her temples
The hum of the Amman contact center was a low, desperate moan—a thousand voices compressed into a single note of exhaustion. Sara Mansour, the site director, stood on the mezzanine overlooking the main floor. The giant wallboard glowed red. Hold times: 18 minutes. Abandon rate: 34%. Customer Satisfaction (CSAT): 1.9 out of 5.