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Sept
Online
A live session on how banking, insurance, and BPO teams are closing the gap between the forecast and the action
Learn more about this eventMost contact center planning conversations start with accuracy. How close was the volume forecast, how far off was average handle time, what shrinkage assumption should have been used instead.
These are reasonable questions. They are also only half of the picture.
The other half is what happens once the forecast exists. A planning team can produce a defensible view of next quarter's demand and still find that nothing downstream moves quickly enough to act on it. Schedules are set weeks ahead. Vendor commitments run on their own cycle. Finance is working from a different version of the numbers. By the time the plan reaches the operation, the conditions it described have shifted.
That gap between knowing and acting is where most of the cost sits, and it is rarely a forecasting problem.
Working with contact center teams across banking, insurance, and business process outsourcing, we see a consistent pattern. They connect workload forecasting, internal and external capacity, and financial submission into a single planning environment rather than a sequence of handovers. They make scenario testing cheap enough to be routine, so a question about a fifteen percent volume shift can be answered in the meeting rather than three days later. They give planners visibility across staff groups, skills, and vendor footprint at the same time, because capacity decisions are rarely about one of those in isolation.
None of this removes uncertainty from the operation. Demand will still move. What changes is the speed at which a planning team can respond, and how much of that response is judgement rather than reconstruction.
Jack Simone, Program Lead and Senior Manager at Keyrus, joins Paul Meredith of Anaplan for a session hosted with the Society of Workforce Planning Professionals.
The session covers real planning journeys from banking, insurance, and BPO organizations, a look at current and upcoming capabilities in the Anaplan Contact Center Planning application, including artificial intelligence (AI) driven alerts for staffing gaps, and a live demonstration of what-if scenario modelling.
Contact center leaders, workforce planning managers, and operations teams responsible for capacity and cost. If your forecast is sound but acting on it still takes longer than it should, this session is worth an hour.
Most contact center planning conversations start with accuracy. How close was the volume forecast, how far off was average handle time, what shrinkage assumption should have been used instead.
These are reasonable questions. They are also only half of the picture.
The other half is what happens once the forecast exists. A planning team can produce a defensible view of next quarter's demand and still find that nothing downstream moves quickly enough to act on it. Schedules are set weeks ahead. Vendor commitments run on their own cycle. Finance is working from a different version of the numbers. By the time the plan reaches the operation, the conditions it described have shifted.
That gap between knowing and acting is where most of the cost sits, and it is rarely a forecasting problem.
Working with contact center teams across banking, insurance, and business process outsourcing, we see a consistent pattern. They connect workload forecasting, internal and external capacity, and financial submission into a single planning environment rather than a sequence of handovers. They make scenario testing cheap enough to be routine, so a question about a fifteen percent volume shift can be answered in the meeting rather than three days later. They give planners visibility across staff groups, skills, and vendor footprint at the same time, because capacity decisions are rarely about one of those in isolation.
None of this removes uncertainty from the operation. Demand will still move. What changes is the speed at which a planning team can respond, and how much of that response is judgement rather than reconstruction.
Jack Simone, Program Lead and Senior Manager at Keyrus, joins Paul Meredith of Anaplan for a session hosted with the Society of Workforce Planning Professionals.
The session covers real planning journeys from banking, insurance, and BPO organizations, a look at current and upcoming capabilities in the Anaplan Contact Center Planning application, including artificial intelligence (AI) driven alerts for staffing gaps, and a live demonstration of what-if scenario modelling.
Contact center leaders, workforce planning managers, and operations teams responsible for capacity and cost. If your forecast is sound but acting on it still takes longer than it should, this session is worth an hour.
Most contact center planning conversations start with accuracy. How close was the volume forecast, how far off was average handle time, what shrinkage assumption should have been used instead.
These are reasonable questions. They are also only half of the picture.
The other half is what happens once the forecast exists. A planning team can produce a defensible view of next quarter's demand and still find that nothing downstream moves quickly enough to act on it. Schedules are set weeks ahead. Vendor commitments run on their own cycle. Finance is working from a different version of the numbers. By the time the plan reaches the operation, the conditions it described have shifted.
That gap between knowing and acting is where most of the cost sits, and it is rarely a forecasting problem.
Working with contact center teams across banking, insurance, and business process outsourcing, we see a consistent pattern. They connect workload forecasting, internal and external capacity, and financial submission into a single planning environment rather than a sequence of handovers. They make scenario testing cheap enough to be routine, so a question about a fifteen percent volume shift can be answered in the meeting rather than three days later. They give planners visibility across staff groups, skills, and vendor footprint at the same time, because capacity decisions are rarely about one of those in isolation.
None of this removes uncertainty from the operation. Demand will still move. What changes is the speed at which a planning team can respond, and how much of that response is judgement rather than reconstruction.
Jack Simone, Program Lead and Senior Manager at Keyrus, joins Paul Meredith of Anaplan for a session hosted with the Society of Workforce Planning Professionals.
The session covers real planning journeys from banking, insurance, and BPO organizations, a look at current and upcoming capabilities in the Anaplan Contact Center Planning application, including artificial intelligence (AI) driven alerts for staffing gaps, and a live demonstration of what-if scenario modelling.
Contact center leaders, workforce planning managers, and operations teams responsible for capacity and cost. If your forecast is sound but acting on it still takes longer than it should, this session is worth an hour.
Most contact center planning conversations start with accuracy. How close was the volume forecast, how far off was average handle time, what shrinkage assumption should have been used instead.
These are reasonable questions. They are also only half of the picture.
The other half is what happens once the forecast exists. A planning team can produce a defensible view of next quarter's demand and still find that nothing downstream moves quickly enough to act on it. Schedules are set weeks ahead. Vendor commitments run on their own cycle. Finance is working from a different version of the numbers. By the time the plan reaches the operation, the conditions it described have shifted.
That gap between knowing and acting is where most of the cost sits, and it is rarely a forecasting problem.
Working with contact center teams across banking, insurance, and business process outsourcing, we see a consistent pattern. They connect workload forecasting, internal and external capacity, and financial submission into a single planning environment rather than a sequence of handovers. They make scenario testing cheap enough to be routine, so a question about a fifteen percent volume shift can be answered in the meeting rather than three days later. They give planners visibility across staff groups, skills, and vendor footprint at the same time, because capacity decisions are rarely about one of those in isolation.
None of this removes uncertainty from the operation. Demand will still move. What changes is the speed at which a planning team can respond, and how much of that response is judgement rather than reconstruction.
Jack Simone, Program Lead and Senior Manager at Keyrus, joins Paul Meredith of Anaplan for a session hosted with the Society of Workforce Planning Professionals.
The session covers real planning journeys from banking, insurance, and BPO organizations, a look at current and upcoming capabilities in the Anaplan Contact Center Planning application, including artificial intelligence (AI) driven alerts for staffing gaps, and a live demonstration of what-if scenario modelling.
Contact center leaders, workforce planning managers, and operations teams responsible for capacity and cost. If your forecast is sound but acting on it still takes longer than it should, this session is worth an hour.
Most contact center planning conversations start with accuracy. How close was the volume forecast, how far off was average handle time, what shrinkage assumption should have been used instead.
These are reasonable questions. They are also only half of the picture.
The other half is what happens once the forecast exists. A planning team can produce a defensible view of next quarter's demand and still find that nothing downstream moves quickly enough to act on it. Schedules are set weeks ahead. Vendor commitments run on their own cycle. Finance is working from a different version of the numbers. By the time the plan reaches the operation, the conditions it described have shifted.
That gap between knowing and acting is where most of the cost sits, and it is rarely a forecasting problem.
Working with contact center teams across banking, insurance, and business process outsourcing, we see a consistent pattern. They connect workload forecasting, internal and external capacity, and financial submission into a single planning environment rather than a sequence of handovers. They make scenario testing cheap enough to be routine, so a question about a fifteen percent volume shift can be answered in the meeting rather than three days later. They give planners visibility across staff groups, skills, and vendor footprint at the same time, because capacity decisions are rarely about one of those in isolation.
None of this removes uncertainty from the operation. Demand will still move. What changes is the speed at which a planning team can respond, and how much of that response is judgement rather than reconstruction.
Jack Simone, Program Lead and Senior Manager at Keyrus, joins Paul Meredith of Anaplan for a session hosted with the Society of Workforce Planning Professionals.
The session covers real planning journeys from banking, insurance, and BPO organizations, a look at current and upcoming capabilities in the Anaplan Contact Center Planning application, including artificial intelligence (AI) driven alerts for staffing gaps, and a live demonstration of what-if scenario modelling.
Contact center leaders, workforce planning managers, and operations teams responsible for capacity and cost. If your forecast is sound but acting on it still takes longer than it should, this session is worth an hour.
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