Our Clients – service centers – that decided to implement Positive Productivity® acknowledge that this Performance Management and Continues Improvement System solves the 4 key needs in the sector:


How to change the strategy from the recruitment model onto the focus on optimization?

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How to address 6 key strategic challenges defined by the long-term strategy?

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How to address 6 key strategic challenges defined by the long-term strategy?

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How to prepare your organization for automation?

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1. New strategy for the service centers:

The vast majority of our clients who are in the market of business services  have to deal with the impact of two forces:


Unfortunately for most of the service centers it is not the opportunity but rather a Cost Gap – when the strategy focuses the organizational effort on recruitment and introducing new employees it leaves very little or no time and energy for optimization.

Optimization Opportunity Gap creates the business case for investment into performance management and continues improvement culture since it shows that we can:

  • Enable the huge savings of costs which used to be spent on recruitment, job introduction and salary for the new employees.
  • Enable the shift of energy of employees from introducing new joiners to the team to improvements that create the situation when the need for recruitment is far lower.

This is a win-win strategy for both management and the staff of the service centers.

"Now we understand, that the most important is optimization, not recruitment."
Tomasz Brożyna, Regional COO East Europe, Mondial Assistance, member of Allianz Group
Find out how Mondial Assistance has changed their business model – shifting from recruitment to optimization:

Find out more what is the financial value of the Optimization Opportunity Gap in your service organization. Find out more…

Find out more about the Optimization Opportunity Gap model:

2. Strategic – long-term needs

Strategic needs based on our clients experiences  Our strategic solution
Our Center needs to implement a continuous improvement culture/ constant growth of  productivity is our strategic goal 1. Well-structured methodology which ensures the continuous improvement of results for years to come
We have a high rate of staff turnover, we constantly recruit and train new people, this consumes a lot of time, energy and money 2. Mindshift towards investing in current employees to optimize the use of  time and energy, and away from the recruitment and training of new employees
Strategic needs based on our clients experiences Our strategic solution
We need to increase engagement and achieve substantially better performance at the same time, and we don’t know how to achieve both 3. Team habits which ensure synergy effects between productivity and employee engagement
Many of our employees focus on their own tasks and problems, they do not take ownership of improvement initiatives 4. Mindshift of employees toward regular best practices sharing, collaboration on problem solving and work balance among the team
Strategic needs based on our clients experiences Our strategic solution
There are many optimization tools, but we don’t know which to select to ensure that our goals are met and that results will be sustained. 5. Structured methodology with simple tools and a step by step approach providing measurable results through the implementation of regular team habits.
We need to standardize our processes, we need to be prepared for the new system implementation 6. Automation is fast and affordable if the processes are standardized. Improvement culture, the implementation of best practices and standards used by all employees is the primary step

Strategic needs mapped on the Positive Productivity® Model:


3. Operational – short and medium-term needs

Operational needs based on our clients experiences  Our operational solution
We need improvements, we need fast change, we need results  but our employees have  no time for optimization 1.Introduce transparency which enables clear identification of major sources of waste and problems in the organization – “low hanging fruit”. Their fast elimination  unleashes employees’ time for further improvements
Our clients are not satisfied with  our service / we struggle with quality and timeliness problems 2. Collecting relevant data, measuring and visualizing problems, introducing  teamwork on root cause analysis and elimination of the sources of problems
Operational needs based on our clients experiences Our operational solution
We don’t  have data on how the time of our employees is spent 3.Empowering employees in a structured way. When employees see what they can change and are invited to change it – they get involved in proposing improvements and feel that they can make an impact
Our operating costs are too high – we do not know how and where we are losing efficiency 4.Providing tools for daily management, giving feedback based on objective data, team problem solving capabilities
Operational needs based on our clients experiences Our operational solution
The level of employee engagement is too low and morale needs to be improved 5.Introduce transparency with simple IT tool which provide  reliable data by reporting all types of activities online
Managers have constant challenges with proper team management and giving constructive feedback to employees 6.Service organizations have common costs / sources of wasted time which can be identified, measured and eliminated by team based improvements

Operational needs mapped on the Positive Productivity® Model:


4. How to prepare your organization for automation?

Process automation is a trend that carries with it a number of myths and traps.  Not being aware of them can prove harmful for the organization wishing to implement automation by exposing it to significant costs and misused time. Meanwhile, the key aspect here is to prepare for the process through engaging your employees in optimization and standardization based on well-structured methodology. Proceed to implement automation sensibly, quicker and cheaper.


Watch the movies about Positive Productivity® implementationWhy did you decide to implement the change?


Renata Kabas-Komorniczak
Renata Kabas-Komorniczak

Partner, BPO Services, Rödl & Partner

“It’s not really easy to implement one methodology for different culture […] That’s why we are looking for method who would embrace all the countries.

rafał kozłowski
Rafał Kozłowski

CFO, Vice-President, Asseco Poland

“We needed changes. The current method of solving problems was insufficient. There were too many of them, they were too serious, we wanted to change and to start solving old problems in a new way

Phlip Woodburn
Phlip Woodburn

VP Finance Shared Services Global Services & Operations, Schneider Electric

“The company is now demanding that we move to the next level – performance. We need to look at our processes. We need to be lean. We need to make sure that we are adding value to the business.

Waldemar Hlebowicz
Waldemar Hlebowicz

Managing Director, Raiffeisen Insurance

“After the period of very intensive growth we needed to create organization, which will guarantee continuous and stable improvement.

Adam Fulneczek
Adam Fulneczek

Director of the Claim Settlement Department, Warta

“I would like to see that all employees in our department, basically all people responsible for process creation, support the Lean idea.


Irina Semushkina
International Pilot Team Leaders

Rödl & Partner

“We wanted to be more competitive on the market and to reduce time and the cost for internal and administrative activities.

tomasz tuszyński
Tomasz Tuszyński

Operational Excellence Manager, BPO International Rödl & Partner

We had 3 challenges. First one was to bring transparency into the place, second one was communicate with people respectively and third was  to set a direction to which we are going.