Care
2026
Fixed Contract, Customer Operations, Shared Intelligence, Business Value, Accountability, Operating Model, Shared Services
Create the future
The best customer care is seamless; customers don’t notice it; they simply move forward, satisfied. Different moments, different channels, but the same expectation.
We created new hubs in Albania and Malaga, making them a place for new skill profiles. We established a trading model, processes, operations, and new EVO company codes. We created brand-new companies in new geographies while establishing and constructing building blocks that will continue to unlock immense potential in the coming years.
In January 2023, we partnered with Vodafone UK and implemented the Sales Through Service (STS) project. We empowered our team to address customer needs while promoting sales growth. Our front liners delivered exceptional service and converted successful prospects into satisfied customers. We resolved customer queries with additional benefits such as improved customer experience, revenue generation for the business, and personal empowerment for the agents.
Transformation has traditionally meant structural or infrastructure change in an organisation to improve performance. McKinsey estimates that about 70% of transformation projects fail to deliver the promised value, and most organisations get less than a third of the expected results. Even with widespread AI use, clear business results are uncommon. The problem is not ambition but how the transformation is planned and what it focuses on, making a shared-intelligence approach essential for delivering connected, outcome-driven results.
Traditional transformation approaches have made delivery more complex by spreading responsibility across multiple teams and partners, with no clear ownership of outcomes. This often leads to fragmented execution, in which activity increases while accountability is diluted, making it difficult to track real business impact. As a result, many organisations struggle to connect transformation efforts to measurable value. Costs become harder to predict, results take longer to realise, and transformation is often treated as a separate effort rather than part of how the business operates. This disconnect is pushing leaders to rethink not just how transformation is delivered, but how responsibility and success are defined. Given these challenges, simply focusing on efficiency isn't enough. Instead, designing transformation for outcomes and growth is essential. Leaders want lower costs without sacrificing quality, faster delivery without added complexity, and real results from digital and AI, not just tests. Organisations making real progress are changing how services are delivered: taking full responsibility, adopting performance-based business models, integrating digital tools and AI into the operating model, and setting clear ways to keep improving. At the heart of this change is our Fixed Contract Transformation service, where we have embedded transformation directly into service delivery. This service improved cost, quality, and experience through digital tools and automation and was linked to clear results. This was enabled by our shared intelligence approach, in which data is accessible, platforms are reusable, and expertise flows across functions to break down silos and accelerate outcomes.
Through our approach to transforming operations in Vodafone Germany: full-service ownership, volume-based commercial models with clear SLAs, and transformation powered by digital and AI embedded from day one. Together, these ensured accountability for outcomes across cost, quality, and speed, not just activity. We are now looking to replicate what we achieved more widely, embedding transformation directly into daily work across customer operations (front- and back-office), IT and service operations, and shared services. • At Vodafone Germany, this approach led to full-service ownership transition in 10 months, delivering significant efficiencies, including a 30% cost reduction and faster time-to-market. This also included a shift to a predictable, volume-based delivery model with clear accountability for outcomes. By using these outcome-driven approaches across markets, we combine operational responsibility, business innovation, and digital skills to deliver measurable impact. This ensures we reduce costs, improve speed, and drive sustainable change at scale. Now is the time to take a closer look at your own transformation journey. Assess your current transformation approach for outcome alignment, identify areas where clear ownership and measurable business impact can be strengthened, and consider how digital and AI can be more deeply embedded into day-to-day operations. By doing this, leaders can move beyond activity and deliver true value from transformation.
