Call Centres: Pre‐evaluation of their Usefulness in Local Government

Abstract

The development of contact‐centres within those local government organisations in the UK is occurring with inadequate strategic consideration. The general themes which emerged during in‐depth surveys strongly support the proposition. Thus, a significant new product development is at risk and may cost each individual organisation many millions of pounds in set‐up costs representing substantial financial commitment. Yet, there is only limited knowledge of capital costs or on‐going revenue costs, strong evidence of internal resistance, a lack of any shared vision, or knowledge of the level of risk. There is only limited understanding of the organisational impact of such an innovation, its potential benefits or added value that it could provide. There is also evidence to support the view that the decision‐making process is following a path of logical incrementalism without clearly stated project objectives or formal project appraisal. There is a creeping commitment to the continuation of such projects, and often a lack of group and intragroup coherence. Nevertheless, there is some evidence of powerful product champions and compliant project teams.