Why and how should you outsource project management?

Project management: a profession based on expertise

Project management involves planning, organising, directing and controlling all the activities required to complete a specific project. The aim is to achieve the objectives set within the deadlines set, while complying with resource constraints and quality requirements.

Ensuring risk management is also an integral part of the project manager’s remit, as is communication and coordination between all project stakeholders.

Finally, customers rely on the project manager to deliver concrete results, achieve the objectives set, meet the requirements and provide the deliverables. As the person responsible for the success of the project, he or she must demonstrate organisation, rigour and good communication and leadership skills.

Why entrust the management of your projects to Activeo and its team of experts?

In the field of customer relations, the project manager is constantly interfacing with back and front office entities in charge of interacting with the customer or stakeholders: communication services or HR when it comes to facilitating change management, the IT department when it comes to upgrading the technology base, the project management team when it comes to talking to the business lines in charge of production, quality when it comes to a NF certification project or setting up a quality reference framework, innovation when it comes to guiding AI, bots, automation or data processing projects, etc. As a two-headed team, the project manager handles business and technological issues with agility, managing both risks and unforeseen events.

Activeo’s experts bring a wealth of experience in the field of customer relations, with most of them having more than 10 years’ experience in CX issues, whether business, functional or technological. This combined expertise enables us to meet all the challenges of remote customer relations. Our belief in the keys to transformation lies in the simultaneous mastery of business, organisational and technological issues. With a high level of skills and expertise, most of our experts are certified (PMP, Scrum, Prince2, NF Customer Relationship Auditor, ISV Solutions) and have carried out dozens of projects. They challenge your certainties, and provide innovation and inspiration in disruption, evolution and transformation.

Activeo’s membership of professional associations such as AFRC, AMARC, AFNOR, and the Limebridge network, which contributes to the development of innovative concepts and shares best practice in CX, also encourages innovation, as demonstrated by the books and articles co-authored by its members. Following on from the BSINS and Me2B concepts, Frictionless Organization is the title of the new book co-authored by Bill Price and David Jaffe, which has already become the #1 bestseller in the Top 10 Business Books 2022.

Outsourcing projects: Top 3 benefits :

1. It is often a question of benefiting from additional resources over a given period, which can vary in length depending on the complexity and roadmap of the project.

Whether or not your company has the in-house skills to manage a project effectively, calling on the services of a specialist service provider means that, in addition to human resources, you benefit from dedicated expertise that has been tried and tested on many similar projects.
It’s an extra guarantee that your project will be a success.

2. Our customers are often faced with busy and ambitious schedules, with the need to involve their business units in several simultaneous projects. It’s therefore a key challenge to enable your resources to concentrate more on their core business, and thus relieve your internal workload.

Your teams can rest easy knowing that our project managers are dedicated to your project, from scoping to delivery.

3. Partial outsourcing of your project management can also be a good way of meeting budgetary challenges. By definition, a project is bound to have its share of unforeseen events – it’s part of its DNA.

But recruiting and training an in-house team can be costly and time-consuming.
By outsourcing project management, you benefit from a pool of qualified, experienced people who can adapt to the size and requirements of your projects.

What they have to say…

Our project managers have their say


Arnaud – Project & Cloud Practice Manager

Why outsource project management?

“Outsourcing means benefiting from the experience of a third party in :

  • phasing of operations
  • operational risks and limitations
  • knowledge of the integrated solution
  • gathering and respecting business needs

It also means limiting the mental workload of the customer’s in-house teams and providing real technical support for communications with key users”.

What is Activeo’s added value?

“A team specialising in Contact Centre and CX solutions and ecosystems. An agile approach and the ability to adapt throughout the project to provide a quality service in line with the customer’s needs. Advice and support to help you make the right choices regarding the proposed implementations. Follow-up and proactivity to discover and analyse new needs or changes in scope during deployment!

Carine – Technical consultant

Why outsource project management?

“It’s a winning combination that combines specialist expertise with an external viewpoint and, above all, risk assessment and control. In this way, the proven methodologies provided by the outsourcer encourage efficient execution, right down to the last detail.

What is Activeo’s added value?

“Value embodied in our understanding of different CX scenarios and processes. Activeo knows exactly how to develop engagement and improvement strategies based on robust market-leading solutions. With its focus on innovation, Activeo keeps abreast of the latest trends in customer experience. Activeo also has extensive experience in a range of sectors, including telecommunications, banking and finance, insurance and many others. Our in-depth knowledge of the specific challenges and needs of each sector enables us to offer relevant and appropriate solutions.

With contributions from

Fanny Lim, Senior Consultant, Activeo

What are the keys to an efficient transformation of the organization?


How is transformation defined? It is “the action of transforming, the operation by which one transforms, the resulting modification”. The 3 important elements here are: action, operation and result. For a qualitative transformation, an organization must ACT in a more or less conscious way, define and set up the PROCESSES and/or procedures, coordinate and measure the RESULTS.

Our team sought to find and analyze the common success keys to the transformation projects that have been entrusted to us in recent years..

  • The Management as sponsor

A global or strategic transformation project WITHOUT the driving force from the Management is doomed to fail: let’s be honest from the start! Your Management must not only be aware of the project in question, but also follow it and find a strategic or tactical interest in it, even if it is different from the original objectives of the project. This means for a project manager to be able to ensure that the different objectives of ALL STAKEHOLDERS are taken into consideration.

1.  Start with the users

Many projects, such as the implementation of an IT solution, begin without asking the end users about the specifications of the tool. At best, before the “go-live”, it is necessary to start communicating about the arrival of a new product, then the users will participate in the training. But what about defining the specifications? Participation in design or specification workshops? Testing?

The best “guinea pigs” are the users themselves, and not the IT team that implements the new tool. Moreover, this is an essential step in change management since it allows them to become familiar with the solution well before the go-live: the fact that the end-users actively participate makes them actors and even “owners” of this solution and the flows that result from it.

2. What is the problem to be solved?

The Management rarely wakes up one morning and says “we have to change everything” (although…), it is often a long process during which everything has been done to avoid resorting to structural change. Maintaining and accelerating performance and competitiveness in the market requires revisiting the way the company operates. This need to transform can then be provoked by a new adaptation to the market, to the customers’ expectations, a regulation, the customers’ feedbacks, or employees’ feedbacks, etc. It is important for the justification of the project to keep the original history and to use it in the communication with the organization. It is also sometimes necessary to present the case study to the Management to justify the corresponding budget, and it becomes critical to explain the problem to be solved and its organizational impact. We do not give the same energy and attention to a full structural revamping that will benefit the whole company and improve the global cost/performance equation as we do with a “stone in the shoe” of a single department.

3. A change of paradigm

How many times have we, as employees, been pushed to use a new procedure that not only doesn’t solve our problems, but worse, creates new ones, or only caters to a portion of a company’s population and yet is applied to the entire organization? The world is full of conveniences that we like to get because they are shiny to our eyes, before we ask ourselves about their usage. Instead of buying features, let’s ask ourselves the right questions, think upstream about use cases and business needs – to be defined in the specifications document – and only then study the tools that meet those requirements, to validate the corresponding budget. This is a change of mindset in the way many companies operate. 

4. Quality vs Time vs Budget

These three elements form a triangle with a critical interdependence between them.

It is important for a project to be clear on the strategy to be applied:

  • Do we want to implement the best tool on the market?

We should expect to align the budget accordingly.

  • Is there a planning constraint, for example, for regulatory issues ?

If we have to rush, we will probably have to accept a level of non-quality, sometimes even at a high cost!

  • What if I want the best on the market while keeping a tight schedule?

It is possible with a certain budget.

Finally, almost everything is possible if we accept that the three points of the triangle evolve in relation to each other. With a little flexibility and imagination, we can find solutions.

5. Measure in a SMART way

When transforming, you need to know where you are starting from in order to determine the point of arrival. What is the current status? How big is the problem? How do we measure it? Then, we will be able to monitor the evolutions during the transition period (what is the rate of usage of a tool? what is the customer satisfaction? etc.), afterwards provide reports at the end of the project. Finally, the presentation of Return on Investment (ROI) to the Management will allow to validate the invested effort. Management guru Peter Drucker once said: “If you can’t measure it, you can’t manage it”. Many forms of measurement exist, the SMART method is excellent for defining KPIs: an indicator should be Specific, Measurable, Attainable, Realistic and Temporally defined.

6. Supporting change

Many people think that training is enough to support the changes resulting from a new process or technology.  It is indeed a step in managing the transition, but often one of the last! It is critical to evaluate the efforts that will be necessary for the change depending on the organizational impact, and then to define the actions plan that will follow: the involvement of users according to their profile, level of responsibility, skills, availability and state of mind (we may prefer motivated people and leave out the naysayers, or on the contrary, we may want to train the diehards, the resistant ones, to convince them from the beginning…), and finally, communication & training. Do we need to organize “getting started” sessions, individual coaching? How can we ensure that the “newcomers” welcome guides are properly updated and that the access rights are managed accordingly? All these questions must be asked before or during the project.

7. Standardize the best practices

As a project progresses, the organization begins to change, new practices will emerge, and some will be better than others. It is imperative to detect and apply them to everyone, in order to homogenize practices and standardize the organization. It is also a good way to shine light on the employees who had this good idea and encourage feedback in the company! At the same time, this means that we cannot afford to launch a new product in the wild without monitoring its usage and the way it evolves over time…

8. Continuous improvement

The notion of Continuous Improvement is much abused, however it is not always implemented in organizations, because it requires significant efforts, especially at the human level. The idea that a project never ends is hardly acceptable. Indeed, once the implementation is completed, we wish to monitor its evolution in terms of uses, satisfaction, to keep an eye on “updates or upgrades” in terms of technology, and above all to introduce a loop that will continuously retrieve new needs to implement the following improvements. By integrating this process into the company’s culture, we will progressively allow to boost performance, reduce costs, optimize efficiency, productivity and profitability of the organization at different levels. A continuous improvement approach focuses of taking actions to eliminate non-quality, while reinforcing the elements that generate value. We commonly use the Deming wheel, Plan Do Check Act to pilot those.

Activeo‘s Business Transformation team specializes in supporting change and improvement initiatives around business processes related to or having a direct/indirect impact on the Customer Experience. We ask you the right questions to diagnose the problems, we help you to look for solutions, evaluate their feasibility, and finally, we accompany you in the steering and the implementation of the corresponding projects.

This article is brought to you by

Yolande Le Mercier, Country Manager, Activeo Suisse

Quality Monitoring for customer experience and employee commitment

For several years now, the customer experience has been at the heart of the concerns of the vast majority of companies and organizations, regardless of their sector of activity, their field of intervention or their size.

This challenge has given rise to real transformation projects, aimed at placing the customer and the employee interacting with the customer at the center of all concerns.

Moreover, today and even more so tomorrow, when a customer decides to contact a consultant, it is because he or she feels the desire and need to interact with a human being and is looking for what characterizes a human relationship with added value, namely empathy and emotion.

Consequently, the awnser provided by the advisor must be in line with these new expectations and evolve towards more personalization and emotional intelligence (i.e. understanding the other without necessarily verbalizing it)

It is from this more “customer-centric” vision that certain Customer Relationship Quality certifications, such as NF 365 or ISO 18 295, have been inspired. They now include a strong customer dimension, illustrated in particular by an evolution of the themes to be evaluated during interactions.

The quality delivered is therefore undergoing a significant change in its history. The evaluation grids that were once very structured and mainly evaluated the process vision, with a rather binary measurement, are tending to be replaced by shorter forms that integrate the customer vision.

Evaluate few criteria but the right ones, and include various more subjective notions such as taking into account the customer’s situation! This is the key word today.

Thus, measuring and monitoring customer orientation, the quality and efficiency of interactions between customers and customer service representatives is becoming a major challenge for any company that is transforming itself through the customer experience and the employee experience.

It is precisely this challenge that the deployment of a Quality Monitoring (QM) solution addresses.

What benefits can you expect from a Quality Monitoring solution?

The Quality Monitoring of a customer service consists of listening to and evaluating the interactions between a customer and a consultant. This provides a “global vision” of the quality and performance of the customer service, as well as an “individual vision”, allowing the definition of support actions to be carried out with each employee.

Business Benefits:

  • Reduce the time and low value-added tasks related to the evaluation of interactions.
  • Centralize evaluations, coaching and employee support actions in a single tool.
  • Ensure clear and factual reporting allowing the implementation of action plans for the company (e.g.: improvement of an offer, a service, a process, etc.) and for support functions such as quality and training departments.

Benefits for employees:

  • Engage and empower advisors more easily in their development (through access to their evaluations, the possibility of self-assessment).
  • Strengthen the coaching posture of managers by allowing them to become “talent developers” rather than simply “controllers/evaluators”.
  • Allows for a programmed follow-up of the agents’ skills development over time.

More and more functionally rich solutions

A certain number of solutions on the Quality Monitoring market today offer advanced functionalities, responding either to a need to evaluate all customer interactions or to a need for advanced targeting of the interactions to be evaluated.

  • Automatic QM allows for the fully automated evaluation of all customer interactions. Nevertheless, these interactions remain for the moment limited to items that are simple to evaluate and for which a “binary” answer can be given.
  • The correlation with Speech Analytics engines allows us to target the evaluations to be carried out according to what the customers or employees say. This makes it possible to combine a “sampling” approach with a “targeted” approach.

How to give yourself every chance to succeed in your Quality Monitoring project?

As with any project, certain key success factors must be taken into account at the start of the initiative:

  • Challenge the existing:
    Challenge the quality process, the target organization, the roles and responsibilities of each person, the evaluation grids & associated reference systems, the sampling rules, the frequency of evaluations, without forgetting the organization of calibration sessions.
  • Accompany the changes… because a Quality Monitoring project is above all a “business” project:
    Accompanying changes, from consultants to site managers, via support functions, without forgetting the players in the social dialogue. This is achieved by using all the levers of support, without limiting ourselves to training!
  • Accompany employees over the long term:
    Ensure a transition from the project teams to the production teams, ensure the improvement of the teams on the solution and on the evaluation methods, without forgetting to train the new employees!

For 25 years, the Activeo group has been accompanying companies in France and abroad towards relational excellence.

The complementarity of our three businesses (consulting, integration and application development) allows us to respond to 4 major challenges facing companies

  • Simplify and enrich the multi-channel customer experience
  • Improve the operational performance of companies
  • Capitalize on the voice of the customer
  • Develop new means of collaboration within companies

Activeo has been a member of the AFNOR “NF345 – Customer Relations” brand committee for many years, as well as the ISO “Service Excellence” standardization committee.

Activeo is also a member of the LimeBridge International Alliance.

New models for the new world! A once in a lifetime opportunity for change.

Never waste a good crisis

As many organisations entered the COVID crisis they were forced to work in new ways and achieved changes in three weeks that many said would normally take three years. The crisis tore down change barriers and sped decision making as only a good crisis can do. The sudden move to working from home wasn’t the only thing that happened. The restrictions also forced customers to interact with companies in new ways. This caused a one-off spike in use of digital solutions from Zoom to on-line shopping. The “unprecedented” jump in digital take-up that occurred was one many organisations had been trying to bring about for years.

It also gave customers time to research more, compare notes and self-educate. They were forced to use things like telehealth and found it better than sitting in a waiting room. They found new sources of entertainment, information and digital enablement. Customer expectations are now different as a result. They’ve learnt some new habits and ways of doing things and while some will revert to, “the old normal”, many are happy with the new way. Some companies also faced huge operational challenges like massive increases or decreases in interaction volumes and losses of capacity.

These changes provide a one-off opportunity and necessity to change how we organise customer facing work because of the simultaneous “shock” to work models, customer behaviours and global business models. All the tools and capabilities now exist to make dramatic changes in operating models and most organisations will need to act in some way. Some need the extra capacity as business is booming. Others are being hit by the fastest and deepest recession of all time and even those with unchanged business volumes can take advantage of this opportunity.

So, we’ll explore five big changes that are now possible, and in some cases necessary, that will turn Operating models inside out. The five ideas aren’t all new, but we think the opportunity is now easier to:

  • “Hybridise work” in all channels starting with retail
  • Let loose the robots
  • Re-organise for more complexity
  • Create a truly flexible workforce
  • Re-tool management, which is more a necessary reaction to these other changes

Hybridise work in all channels:

As retail shut down, many organisations put their retail staff to work in other ways. We know banks who turned their retail teams into chat teams, as an example. It’s amazing that it has taken this change to bring about the idea of putting a variety of work into branch networks. Why not have branches do email and chat when the branch is quiet? Why not have them make some outbound calls or handle inbound sales calls? Why not just see them as an extension of other work areas? This enables larger teams in branches to handle busy periods while keeping them productive.

Organisations like APIA and Flight Centre have always used their retail networks as extensions of their contact centres, but few copied this model. We’re not sure why. Now the crisis has shown that work can be done anywhere by anyone. Retail networks can become distributed “work places” that sometimes customers visit; where face to face work is mixed with calls, chat, email or other tasks. That’s what we mean by “hybridising” and it’s just one example. It doesn’t have to stop with retail. We often see channel silos in other operations. For example, it’s frequent that teams for calls, chat, social media and email run in isolation from each other. The technology providers have long claimed that they can route any type of work to any person but very few organisations work that way. If ever we were going to merge the channel silos, now is the time.

We’ve found that forcing the channels together also “forces” a conversation about what work is best done in each channel. Efficiencies can be created by using the best channel for the work and flexibility is improved if both work and staff can move flexibly. We have shown that creating processes that span channels and use the best channel for the enquiry can be 10-20% more effective. The move to at-home and remote work has merely demonstrated what is possible. The flexibility to move staff to, “where things are busy” creates the nirvana of “flexible capacity” and it even helps with staff retention as staff get a greater variety of work. It adds some management and measurement complexity, but this is usually offset by these other benefits.

Summary of this change:

Knock down the channel walls and create common and flexible processes and ways of working.

Let Loose the Robots

In the last 25 years many companies chose to offshore work to leverage labour arbitrage and cut costs. For the most part they moved simple, repeatable work like data entry or simple enquiries offshore. However, the automation now exists to automate much of this work. When the Covid-19 crisis started, some organisations chose to automate their one-off or unusual demand. The Australian Tax office moved as many of these one-off COVID-19 transactions to an online only option. Others are now realising that the technology has reached a level of maturity to automate everything from parts of processes to the whole thing. AI powered chat and speech bots enable automation of many calls and interaction types. Some companies are putting an AI driven virtual agent in place of an IVR or as a first level of chat. When well configured they can handle all the routine and repeatable transactions and transfer remaining work to the manned channels. The robots also work 24*7 and do what they are told.

These solutions supplement the digital and mobile apps that organisations have created for sales and service. For those customers who won’t or can’t use the selfservice, the bot and avatar solutions offer a human feel to the automation. In the eighty deep dive diagnostics we have performed across industries, we have usually found between a 20 and 50 percent untapped automation potential of simple, repeatable transactions. These newer technologies have enabled some companies to automate between 15 and 70% of what were manned calls or chats. As the technology matures, the return on investment will improve further.

Summary of this change:

Automated transactions are now cheaper and more achievable and complement well designed education of customers by the front line.

Re-organise for complexity

It’s a bylaw of operations now that as automation and digital uptake increase, the complexity of remaining queries also increases. We first wrote about this in, “The Best Service is No Service”, in 2008. It’s intuitive that as automation absorbs simple transactions, the issues left behind are more complex. Some automation even creates new issues and new forms of complexity as customers get visibility of new transactions. In banking, for example, queries have changed from things like “what’s my balance?” to “what’s this transaction, I don’t recognise it” which is harder to answer. The role of customer service or care staff changes from one of transactors to problem solving and facilitating solutions.

This change in complexity mix challenges many customer service operating models. Many businesses start new customer facing staff with functions they expect to be easy but fewer of these exist. Another common model is training people, “function by function” in the hope of simplifying their path to competence e.g. home insurance, then car insurance or billing then payments. We have always thought this idea was partially flawed. Complexity typically cuts across all types of transactions. A brand new agent can get a simple bill enquiry or a complex one.

We think the answer to this problem is a wholesale rethinking of skill and work models to align to this new complexity mix. One of our most successful solutions is a layered model designed around streaming complexity. IT teams have always organised support this way with level 1 responsible for triage and any possible simple fixes e.g. reset password. Level 2 and 3 have deeper and deeper skills. This model can work well because it aligns the complexity of problem with experience of staff. When designed and implemented well, this approach can also increase resolution by providing more authority and system access to level 2 staff and it can enable changed help and support models because level 2 and 3 act as help and support to their colleagues. It sounds easy but we’ve also learned that making these models work requires a makeover of processes, measures, training and technology alignment. Our most successful implementation of a layered model reduced workload by 45% and increased resolution 20%.

Summary of this change:

Expect complexity to change and consider re-aligning your operating model to handle this.

Create a truly flexible workforce

Most organisations struggle to have the flexibility they want in their customer facing teams. Matching the number of staff to variable patterns of customer demand isn’t easy and is made more complex by the need to provide staff with a typical fiveday week and a full day’s work once they get to the office. The new at home-work models and virtualised work mean that old models built around commuting to work can be questioned. In other recent papers (see New Game, New rules) we outlined that a greater “athome workforce” opens up a range of mechanisms that can add flexibility.

These include:

  • New shifts that can be better aligned to work arrival patterns rather than built around 9 hours in the office with a lunch break
  • Having workers who move around different work channels (calls/retail/chat) as described earlier or work types e.g. customer contacts or some form of processing
  • Greater use of part-time workers now that commuting to a workplace is less of a necessity. This also means a greater ability to dial the size of the workforce up and down as these part-time workers may be more willing and able to do extra shifts than those already working a full week
  • Use of workers who might have been unable to work normal shifts in a centralised workplace but can now work from anywhere such as students and care givers
  • Possible work “marketplaces” in which work is put to a pool of workers who offer to do it at different rates. Under this model the company advertises work at different prices until it has enough “bids” to get the work done.

These are just examples and the ideas can be used together. They each can add some flexibility to the workforce which can both reduce costs and improve service level consistency. A combination of these ideas, while complex to manage, can add greater flexibility at a lower cost and create a truly dynamic workforce that can respond to variable demand from customers.

Summary of this change:

Explore a range of staffing supply models that can create or add flexibility to the workforce.

Re-tool front line management

All the companies we have spoken to since the start of the COVID crisis tell us that managers of front-line staff have faced some of the biggest challenges. In the office, team leaders and team managers sat in amongst their team and could see and hear what was going on. With at-home work this was far harder. Suddenly every “catch up” had to be planned and booked in. Team leaders of at-home teams have less visibility on how their team is travelling and had new problems to worry about such as compliance to new safety protocols and a business and political landscape changing every few weeks. Leading a front-line team was hard before but just got harder, many more hours are required to stay in touch with team members.

An answer to this problem revolves around what we call our “operations framework”. Our belief is that front line management’s role is all about improving the performance of their team. To do that we find they need several things:

  • Visibility of the right information about individual performance
  • Mechanisms to allow “observation” that provides richer insights about this “information”
  • An understanding of where to spend time with their team
  • The ability to manage behaviours and performance in real time rather than after the fact
  • Time for coaching and a well-defined model of what good looks like.

We have a range of tools, reports and training to support this framework. We find it generates a range of light bulb moments for front line leaders. For example, many have been told to manage with reports and statistics, but we teach them that information is of limited value without observation. How can a team leader coach someone to improve performance without knowing what the individual does to produce that performance? The sporting analogy would be a swimming coach who tried to speed up their team just by looking at their times. “Get faster” is a goal, not a coaching technique. To truly improve the performance of their swimmers, a swimming coach needs to look at how they are swimming and improve specific parts of their technique at a time.

In an environment with more “at-home work”, team leaders need to find ways to observe their team. The screen sharing technology exists to “double jack” even in a remote environment and even in worst case you can listen to a call immediately after it ends. For emails it might be sampling their work and for processing it might be reviewing inputs and outputs. It also becomes even more critical that team leaders invest their time where it can make a difference. That means consciously not spending the same time with everyone. This takes greater planning in a COVID world.

Summary of this change:

Provide front line managers with the specific time saving techniques they need to manage in a new virtualised work place.

En collaboration avec :

Compliance Solutions

Financial services and investment firms are under pressure to keep pace and comply with ever-changing regulations and the increased scope of regional legislation, such as MiFID II in Europe and the Dodd-Frank Act in the U.S. Businesses that fail to meet these stringent demands run the risk of lawsuits, penalties, costly fines, and reputational damage.

Verint® Verba™ can help you navigate the complexity of this regulatory landscape and take an efficient approach to enterprise compliance. With our compliance solutions, you can capture, regulate, retain, archive, retrieve, and analyze electronic communications across leading unified communications and collaboration platforms — all in a single solution. You can also provide proof that you are doing so, helping you optimize compliance processes and ensure that your business activities are ethically and legally sound. Verint Verba compliance solutions provide reliability, automation, and a high level of scalability to meet the sophisticated compliance requirements of global enterprises.

They can enable you to take a comprehensive approach to compliance by:

  • Enforcing communications and content policies proactively, either globally or locally across your organization.
  • Deploying a wide set of omnichannel, server-side, tamper-resistant communications recording capabilities.
  • Making recordings readily available by consolidating them into a single, secure archive with configurable retention policies.
  • Saving time and increasing assurance with automated assessments that indicate whether you have recorded everything you are legally obligated to capture.
  • Monitoring interactions, reconstructing trades, and fulfilling electronic discovery requests efficiently using advanced speech search and analytics.
  • Improving compliance procedures with agile, project-based quality assurance.

Now you can:

  • Proactively control communications and content to help prevent non-compliance, instead of taking corrective actions after compliance issues occur.
  • Streamline, accelerate, and automate your compliance processes and programs in the back-office, branch, or trading floor.
  • Reduce costs, time, and resources by using a unified collaboration compliance solution that is quick to deploy, easy to use, and integrates with your existing systems.
  • Benefit from a single solution to reliably capture, regulate, retain, retrieve, and analyze regulated interactions across all channels and users, including Cisco®, Skype® for Business, and other leading unified communications and collaboration solutions.

Take Control of Your Communications

With Verint Verba compliance solutions, you can harness the power of automation to streamline time-consuming tasks (such as sampling conversations) while managing complex compliance requests far more easily. Automated, auditable capture, control, assurance, retention, and processing of interaction data remove the need to manage these tasks manually, helping to increase efficiency and reduce costs. It’s an intuitive approach for managing all aspects of collaboration compliance in one place, with sophisticated functionality for search and replay, categorization, access control, legal hold, data retention, policy management, reporting, and more.

Remove the Guess work from Compliance

Verint Verba offers a comprehensive set of interdependent and optional modules designed to tackle the most demanding compliance scenarios, based on your specific requirements:

  • Verint Verba Regulate – Provides proactive communication governance to help prevent compliance failures and data leaks from putting your operations and brand reputation at risk. You can proactively enforce internal policies and industry regulations across your organization using the solution’s “ethical wall” functionality, which allows you to easily control communications, presence information, file transfer and instant message content — or notify participants about policies and potential violations.
  • Verint Verba Capture – Provides omnichannel communication recording across a wide set of communication modalities and leading unified communications and collaboration platforms, such as Cisco, Skype for Business, Avaya®, IPC® and more. The platform’s proven technology captures text, voice, video, desktop screens, and content from PBX, VoIP, chat, IM, collaboration apps, mobile voice, SMS, trader turrets, conference rooms, and face-to-face meetings.
  • Verint Verba Archive – Provides data management, retention, and security to support record-keeping and data security requirements, with sophisticated records management for easier data archiving, processing, import, and encryption. Advanced features provide data storage, automated labeling, encryption, collaborative case management, legal hold, e-discovery, and more..
  • Verint Verba Assure – Facilitates compliance with regulatory demands by showing proof that relevant communications are captured and readily available to reconstruct transactions upon request. It can help reduce risks associated with network bottlenecks, server issues, and processing anomalies by assessing recording quality and verifying that conversations have been captured correctly.
  • Verint Verba Sense – Provides speech analytics and surveillance to help empower your business with real-time communications monitoring, agile search, and advanced analytics capabilities. You can reconstruct trades, detect trends, and identify irregularities using phonetic indexing, speech-to-text, and advanced text search.
  • Verint Verba Improve – Provides trading quality management to help optimize your compliance processes, detect areas for improvement, and build effective training for your back-office and trading floor operations to avoid compliance failures. Combines real-time monitoring, performance tracking, and compliance evaluation with scorecards, coaching, and reporting, so you can create quality management programs for better, more compliant business operations.

Underpinned by its technology, cross-platform compatibility, and over 1,500 successful customer deployments, Verint Verba can be a key enabler for your compliance framework.

Benefit from World-Class Consultants

Certified on these compliance solutions, Activeo experts intervene on projects to implement interdependent modules from the specification phase to the support phase.

You wish to know more, to attend a demonstration, to exchange with one of our experts: