Strategic Initiatives Report
2024
Business Model
Duplicate the size of the holding within 3 years, achieving a consolidated country GP of >28%.
| KRs | Current Value | Target Value | % Progress | |
|---|---|---|---|---|
|
#1 |
Generate 1790 new FTEs in 2023
|
830 |
1790 |
46% |
|
#2 |
GP in new sales of 28%
|
26.6%
|
28%
|
95%
|
|
#3 |
Increase brand recognition in the holding (website visitors)
|
44.689 |
56.000
|
80% |
*Weighted average according to relative weight of each key result.
Lo que se viene
- Site Visit de Dafiti, Lenovo, Credibanco.
- 260 Ftes en proceso de cierre (Cenco, Mi banco, Ripley, 99, Nomad, Pernambucanas).
- 60% del Budget de Q1 2024 en upsite + Forecast.
- Lanzamiento nueva Web Enero 2024.
Key Milestones/Results:
- Meli Brazil and Colombia (18 agents)
- Nubiz Peru (82 agents)
- Marcolin Brazil (3 agents)
- Cross-selling at Cencosud Chile Paris (92 agents)
- WOM Peru mobile, fiber, retentions, and social networks (200 agents approx.).
- We are on the shortlist for: PEYA, Didi, Banmédica, Itaú Paraguay, EAFI, Mawdy.
- Participation in over 30 business opportunities plus generation of +50 opportunities for 2024.
- Definition and disclosure of global standard business process.
- Consolidation of Companion, assistant bot and touch VR in our proposals as a differential.
- Construction of customized proposals with high impact on customers by applying consulting (Mystery Shopper, voice of customer in networks, etc.) and using mockups of solutions such as Touch VR and bot assistive.
- +50 technical and economic proposals delivered (Since July 2023)
- Didi's visit to sites in Brazil and Colombia.
- Visit of Universal Assistance in Colombia.
- Visit of Speedo, Banco Carrefour, Odontoprev, and SKY in Brazil.
- Upcoming Site Visit: Scotiabank June 5th, Chile.
- Design of new website (to be launched soon)
OpEx Executed
14.2%
CapEx Executed
83%
*Current opex and capex represent % of the total amount of approved OC vs. BDG.
Login and Availability Management System
Design a comprehensive system that allows us to know the presence of agents, in order to manage business productivity efficiently
¿Qué necesito?
- Compromiso de uso (Key Usr OP) para validaciones funcionales y de cálculo
- Disponibilidad del dato RT / NRT
- Estabilidad de las integraciones
- Involucramiento de la operación para entender el modelo, desafiarlo y ajustarlo
- Sincerar los hallazgos y capitalizar la visibilidad
| KRs | Current Value | Target Value | % Progress | |
|---|---|---|---|---|
|
#1 |
Achieve 100% compliance with the critical processes defined in all countries (covered by IE Culture).
|
85%
|
87%
|
98%
|
|
#2 |
Have visibility of login and entry/exit events for 100% of the segments/accounts covered by IE Cultura.
|
90%
|
100%
|
90%
|
|
#3 |
Have attendance information available 24 hours after the workday based on the log-in.
|
95% |
100% |
95% |
|
#4 |
No justified absence after 72 hours (detailing reasons with/without notice/sickness).
|
80% |
100% |
80% |
*Five 9 accounts (Cencosud), Inconcert accounts (Edasa, Nestle AR, Itau PY, Andina Chile CH), and Vocalcom accounts (P&G). HD 300
**Weighted average according to relative weight of each key result.
Lo que se viene
- Conexión con eventos RT y NRT (Login/Logout Plataformas, Firma WAY). On Going
- Validación y ajuste dashboard Supervisor y Agente entorno QA. ✔
- Despliegue + POC con una cuenta AR/CL (Vista Supervisor y vista Agente). Dic-Ene
- Medición y conclusiones anticipadas de oportunidades de eficiencia operativa (apalancamiento de la justificativa). Dic-Ene
Key Milestones/Results:
- Renewal of 100% of the team by IE extension (we maintained speed).
- Availability of Champions by country (AR-CL-CO-PY-BR). Commitment to validate the MVP for Presence.
- Validation and feedback from Key Users (Supervisors) AR-CL-CO-PY.
- Consolidation of multiple events to consolidate attendance (timeline).
- Connection with RT and NRT events (Platform login/logout, WAY signature).
- Validation and adjustment of Supervisor and Agent dashboard in QA environment.
- Deployment + POC with an AR/CL account (Supervisor view and Agent view).
- Measurement and early conclusions of operational efficiency opportunities (leveraging justification).
CapEx Executed
100%
*Current opex and capex represent % of the total amount of approved OC vs. BDG.
Sistema de Logueo y Disponibilidad ‘24
Visibilizar la improductividad operativa en términos de presencialidad vs facturación para diseñar y desarrollar soluciones que permitan gestionarla.
Líder: Ricardo Bernini
Sponsor: Mariana Fernandez
| Resultado Clave | Acciones / Detalle | |
|---|---|---|
|
#1 |
Identificar 2 motivos de improductividad gestionable resultado de la presencialidad (sobre cuentas MVP) |
Desplegar el desarrollo MVP de presencialidad, analizar durante 2 meses los hallazgos en términos de mejora de la eficiencia operativa. Visibilizar la improductividad gestionable Apex y accionar sobre los motivos definidos para medir resultados |
|
#2 |
Bajar un 1% la improductividad gestionable (apoyado en la información de presencialidad e improductividad) |
Adecuar los faltantes de sistemas, procesos y procedimientos, hacerlos eficientes y escalables para vincularlos al concepto de presencialidad. Adoptarlos, medir la improductividad gestionable, dar feedback y ajustar hasta lograr tendencia a la baja |
|
#3 |
Adoptar la presencialidad en el 80% del HC como palanca de control del ausentismo y la productividad |
Mediante acciones de Change Management y siguiendo un plan estratégico diseñado en conjunto con la operación abordar los centros operativos de mayor headcount y desplegar la solución de presencialidad, acompañando a los usuarios, recogiendo feedback, ajustando y mejorando procesos y procedimientos de software. |
Palancas de Justificación:
- Disminuir el GAP entre facturado y pagado (en términos de tiempo)
- No perder horas de facturación por registros y procesamientos manuales
- Responsabilizar al colaborador de su presencialidad atado a su remuneración y la eficiencia de su trabajo
- Erradicar la intervención manual en temas sensibles como AUSENTISMO y PRODUCTIVIDAD
- Contar con indicadores de criterios unificados a nivel global. Complementar con la presencialidad al proceso de asistencia
- Fortalecer el ecosistema de datos con nuevos inputs
Aspiracionales
- Sincerar puntualidad (impacto en remuneraciones)
- Sincerar presentismo (impacto en remuneraciones)
- Gestionar la improductividad sobre valores concretos
Cultura Data Driven
Promote the culture of data-driven decision-making through the application of analytics.
| KRs | Current Value | Target Value | % Progress | |
|---|---|---|---|---|
|
#1 |
Implement data model to obtain critical KPI's for 1 TOP account of ARG, CH, COL and PY + Cencosud within the 1st 5 working days of the month.
|
82 |
160 |
51% |
|
#2 |
Ingest and model 100% of the critical KPI data domains (according to the scope mentioned in OKR1).
|
342 |
426 |
80% |
|
#3 |
Achieve end-to-end self-service for 100% of the IG + 5% of personnel from each operation (Workforce, Account Manager, Director) + 2 in Brazil, 5 in Chile + Paraguay, 5 in Colombia, and 10 in Argentina.
|
129 |
22 |
100% |
|
#4 |
Have the design of the cataloging of critical assets related to the Data Lake (define domains and subdomains according to use case) based on data governance practices.
|
1 |
3 |
33,33% |
*Weighted average according to relative weight of each key result.
Lo que se viene
- Tablero de People Analytics global.
- Migración total de Colombia a la nube.
- Diseño e Implementación de modelo de improductividades del negocio para BU.
- Continuar con la implementación de las cuentas TECO y CLARO.
- Modelo de adopción de todo lo desarrollado hasta el momento.
Main Metrics
- 650 Sources Reviewed
- 517 Sources Ingested
- 120 Pipelines automatizados desarrollados.
- 662 Productive Tables
- Negotiations with Teco, Claro, Wom, Iplan, Vocalcom, Comm (Brazil) , Cencosud (one marketer, Aderesso) Wom Sac (Keepcon)
- Absenteeism Reasons: Design and Implementation of the ABM Process for Absenteeism Reasons
- 51 Use cases presented
- RPM: Sergio Herrera + CX
- Training: Ezequiel Heredia
- BPM: Perú (Patricia García), Argentina & Chile.
- Early Attrition (Lucas Bustos)
- Way Logins (clock-ins) (Leo Font)
OpEx Executed
0%
CapEx Executed
100%
*Current opex and capex represent % of the total amount of approved OC vs. BDG.
Cultura Data Driven ‘24
Fomentar el uso estratégico de los datos, madurando hacia un ecosistema integrado y accesible que promueva la toma de decisiones basada en evidencia para mejorar la eficiencia operativa, la satisfacción de los colaboradores y la experiencia de los clientes.
Líder: Javier Arotcarena / Fran Ghisletti
Sponsor: Caro Marconetto
| Resultado Clave | Acciones / Detalle | |
|---|---|---|
|
#1 |
Automatizar el BU para el 70% de las cuentas actuales
|
Crear un ecosistema de datos integrado, de alta calidad y accesible para todos los usuarios, que permita la toma de decisiones informadas y la innovación.
|
|
#2 |
Automatizar el BU del 70% de los nuevos clientes |
Crear un ecosistema de datos integrado, de alta calidad y accesible para implementar nuevas cuentas de forma sistémica
|
|
#3 |
Lograr 1000 usuarios únicos mensuales que usen tableros de Looker Studio
|
Aumentar el standard de calidad del ecosistema de data y analytics de Apex mientras se aumenta el uso de la analítica de datos de Apex por parte del resto de los colaboradores y clientes, con el foco de mejorar la eficiencia operativa, la satisfacción de los empleados y la experiencia del cliente. |
|
#4 |
Lograr poner en producción un 25% de los modelos de IA solicitados por el equipo comercial
|
Contribuir al revenue de la compañía interpretando, diseñando e implementando productos y servicios de analítica con el objetivo de aumentar el cross selling de productos.
|
Organizational Design
Ensure that the new organizational design has a positive impact on the well-being of the teams and collaborators involved and strengthens the evolution towards a collaborative and high-performance culture.
| KRs | Current Value | Target Value | % Progress | |
|---|---|---|---|---|
|
#1 |
To achieve satisfaction levels of 95% among the impacted public**
|
91,98% |
95% |
97% |
|
#2 |
Achieve 100% Compliance with Key Instances
|
81%
|
100% |
81% |
|
#3 |
Achieve 85% commitment to change as per Gallup survey
|
93,7% |
85% |
100% |
*Weighted average according to relative weight of each key result.
**Updated data according to the internal climate survey.
**Updated data according to the internal climate survey.
Lo que se viene
- Foco de trabajo: Brasil y Colombia.
- Foco en la Gestión del Cambio y la Performance.
- Change management nuevo CEO.
- Continuidad Optimización G&A.
Key Milestones/Results:
- Onboarding Alex Boot.
- New CM Hiring Brazil.
- New CM Hiring Chile.
- New design of proximity rituals 2024
OpEx Exeuted
46.82%
*Current opex and capex represent % of the total amount of approved OC vs. BDG.
IT Transformation
Ensure reliability of the technological ecosystem supporting business growth and sustainability.
| KRs | Current Value | Target Value | % Progress | |
|---|---|---|---|---|
|
#1 |
Efficient consumption of GCP Core Services in terms of Revenues.
|
0,22% |
0,254% |
100% |
|
#2 |
Eliminate the costs associated with Corporate Applications, making the use of Datacenter Argentina resources more efficient.
|
9 |
16 |
69% |
|
#3 |
Efficient use of Workspace licenses. Scale to the entire organization with the same planned CAPEX.
|
18 |
50 |
0% |
*Weighted average according to relative weight of each key result.
Lo que se viene
- Migración de procesos críticos de la organización a la nube (Ecosistema de GIT, adp, payroll, etc.)
Key Milestones/Results:
- Journey to the Cloud: Accumulated savings on Google Cloud consumption. $73.657 USD.
- 100% of the organization consuming Full Cloud services and products. +320% cloud traffic level.
- Data Center Modernization: We reduced company-wide obsolescence by 15%.
- Forti Case: Saved USD 120k and defined future equipment strategy by market.
- Replacement Plan for Argentina and Holding
- IT Governance: We increased our IT Governance Process Maturity Level by 1 point.
OpEx Executed
69.53%
CapEx Executed
95.01%
*Current opex and capex represent % of the total amount of approved OC vs. BDG.
Tactical Project: Cybersecurity
Provide a controlled cybersecurity risk environment in line with the risk appetite determined by Apex America.
| KRs | Current Value | Target Value | % Progress | |
|---|---|---|---|---|
|
#1 |
To match the average risk level of the rest of the companies in the region (Trend Micro Vision One) during the second half of the year.
|
33 |
50 |
100% |
|
#2 |
Reduce critical and high vulnerabilities in GCP (Security Command Center) by 95%.
|
63 |
10 |
67%
|
|
#3 |
To have a risk assessment of all servers in Argentina.
|
66 |
66 |
100% |
|
#4 |
Incorporation of CIS-18 controls in the "Vulnerability Management" and "Cybersecurity Risk Management" documentation.
|
100% |
100% |
100% |
*Weighted average according to relative weight of each key result.
Lo que se viene
- Certificación 27001:2022.
- Pasar de Comunicaciones a un Programa de concientización, con un mensaje cercano, foco en las personas.
- Mejora en estaciones de trabajo: eliminación de software no autorizado, detección y acción sobre equipos de m ayor riesgo.
- Comunicaciones a los países de su grado de responsabilidad en el diseño y gestión de los planes de BCP y DRP, contando con el soporte de Ciberseguridad.
- Garantizar seguridad en los ambientes virtuales y teletrabajo.
Key Milestones/Results:
- Improved security posture of virtual machines and laptops
- Launch of the 2024 Cybersecurity Awareness Program
- GAP Country WAN Security Analysis
- Processes and documentation aligned with ISO 27001
- Implementation of MFA in Cloud environments for users based on risk analysis
- Integration and automation of critical cases between “Vision One” and “Mis Gestiones”
- Review of Looker Studio and Identities in AD
- Presentation of ISO 27001 Progress in Colombia with Stakeholders
- Ethical Hacking a Way, Sites Apexperience, Mis Gestiones, PIPE
- Audits of Claro and Telecom
- Corporate Risk Strategy in conjunction with the Strategic Planning and Risk team.
Average Progress of all SIs 2023
55.96% OPEX
Actual Opex
$190.983
Budgeted Opex
$341.300
99.53% CAPEX
Actual Capex
$863.288
Budgeted Capex
$867.391
*Weighted average according to relative weight of each key result.
Projects 2024
Strategic Initiative: Presenciality 2024
To make visible and begin to measure operational unproductivity as a result of the transparency brought about by the concept of presence, together with more efficient management on the part of the leaders.
Leader: Ricardo Bernini
Sponsor: Mariana Fernández
Work Team:
- David Benadof
- Carolina Marconetto
- Javier Arotcarena
- Evelin Henry
- Líderes del Staff Argentina y Holding
- Líderes de TI Argentina y Holding
- Verónica Mattalía (AR)
- Nelson Jimenez Fernandez (CO)
- Emanuel Boneu
- Nicolás Romero
OKR
Q Weight
KRs Holding
#1
Q4 40%
From MVP to Product: Consolidate and strengthen the presence tracking product for all countries. Log-in
#2
Q2 30%
Increase the frequency of logging and technical performance reports for accounts using the proprietary platform (Inconcert + FIVE9).
#3
Q4 30%
Build automated or semi-automated log-in + technical performance reports for 100% of new clients, in the first 3 months of operation.
*Manageable unproductivity represents 'logged-in time deficiencies in PO' that cannot be billed and depend on corrective actions from Apex.
**Subject to the availability of data ingested into the DL
Data Driven Culture
Fostering the strategic use of data to improve operational efficiency, employee experience, and customer satisfaction through an integrated and accessible data ecosystem.
Leader: Javier Arotcarena
Sponsor: David Benadof
Work Team:
- Andrés Cabral
- Ricardo Carcamo
- Malena Henault
- Cristian Chaparro
- Sebastian Bastidas
- Carla Moreira
OKR
Q Weight
KRs Holding
#1
Q4 40%
Migrate / Build 80% of BU accounts to the Data Lake, with daily update frequency.
#2
Q2 20%
Incorporate the BU of 80% of new accounts/customers within the first 3 operational months.
#3
Q4 20%
Develop an MVP for each country based on Table F, prioritizing KPIs tied to bonus-penalty.
#4
Q4 20%
Achieve 100% adoption among supervisors of critical accounts using Looker Studio dashboards.
Data Driven Culture
Fostering the strategic use of data to improve operational efficiency, employee experience, and customer satisfaction through an integrated and accessible data ecosystem.
Leader: Juan Carlos Preciado
Sponsor: Mariana Fernández
Work Team:
- Ricardo Bernini
- Marina Galán
- Juan Pujó
- Emiliano Rigueiro
- Carolina Marconetto
- Francisco Ghisletti
- Alejandro Cenci
- Juan Questa
- Javier Arotcarena
OKR
Q Weight
KRs Holding
#1
Q4 40%
Migrate 100% of BU reports to the Data Lake, achieving daily update frequency.
#2
Q2 25%
Increase the frequency of logging and technical performance reports for accounts using the proprietary platform (Inconcert + FIVE9).
#3
Q4 20%
Build automated or semi-automated log-in + technical performance reports for 100% of new clients, in the first 3 months of operation.
#4
Q4 15%
Achieve 'Very Good' or 'Excellent' ratings in ad hoc surveys from reached clients (internal and external).
Strategic Initiative: Way
Leader: Evelin Henry
Sponsors: David Benadof, Mariana Fernandez and Carolina Marconetto.
Work Team:
- Javier Arotcarena
- Gastón Marcone
- Marcos Rinaldoni
- Belen Gomez Mena
- Ricardo Bernini
- Jessica Chaneton
- Emanuel Boneu
- Francisco Ghisletti
- Marcelo Castro
- Luis Liendo
- Martin Leal
Objetivos de la IE
- Increase usability and participation
- Contribute positively to operating results
- Resolve swiftly and with traceability
- Enhance cultural engagement
- Provide data for decision making
- Transform WAY into a product
Evolution of WAY
Short Term
- Availability & Stability
- Improved RPM
- Communication
- Improved experience
Mid-term
- 100% Apex Automation
- Product Roadmap
- Product-focused architecture with efficient use of the cloud.
Long Term
- WAY as a configurable product per business unit
- WAY as a service.
Innovation Project: Workforce
Leader:
Juan Preciado
Problem
Current decentralized planning processes generate a series of problems that negatively impact efficiency, productivity, and service quality. The lack of adequate coordination, transparency, and control leads to inefficiencies in resource allocation, difficulties in managing workload, issues with schedule adherence, and challenges in evaluating team performance. Additionally, existing tools are inadequate and prone to human error, increasing the risk of inaccuracies in task planning and execution.
Solution
Implement a platform that aligns with the Workforce Management (WFM) processes established by Apex. This platform should unify all necessary components and modules, ensuring scalability for all stakeholders within the company. The goal is to achieve effective and efficient planning, scheduling, and management control, optimizing resource coordination, task allocation, and performance measurement to enhance productivity and service quality.
Innovation Project: Recruiting & Training
Leader:
Lucas Bustos
Problem
The area faces challenges such as managing high volumes of quality intakes in a short timeframe, staff turnover during training, physical space limitations for training, lack of innovation in processes and content, low utilization of tools before production, and insufficient tracking of the employee journey from selection onward.
We also confront a rigid structure and limited capacity to effectively manage sudden demand spikes, making it difficult to allocate necessary resources at the right time. Additionally, slow approval processes for expenses, both for acquiring equipment and hiring consultants, cause delays in implementing solutions and adapting to changing needs.
Solution
We propose a comprehensive solution that automates the selection process and optimizes operational training, focusing on practicality and self-management. This proposal will significantly improve efficiency and reduce costs.
In the selection process, we will use Chat Bots/Voice Bots to conduct initial interviews and an Assessment/Operational Simulator to evaluate competencies and skills in real-life scenarios. This entire workflow will be managed through an Applicant Tracking System (ATS).
For training, we will implement dynamic and gamified content to increase engagement and knowledge retention. Additionally, we will offer a virtual induction assistant to automate onboarding and an operational simulator to train in real-life situations. A centralized CRM/ATS system will consolidate all information, enabling real-time data analysis and improving decision-making based on key performance and management metrics.
Innovation Project: Quality & Copilot
Leaders:
Sebastián Norkett and Sebastián Rojas
Problem
We have a business model that is not scalable or monetizable for the quality/insights system (CMM). The process is slow and inefficient (in % of samples). We show an inability to provide robust solutions to customers due to a lack of vision of the overall results. We have observed demotivation among managers due to the repetitiveness of low-value tasks, and we lack reporting from reliable and integrated data sources that enable decision-making.
Solution
The solution consists of a comprehensive platform that unifies, automates, and optimizes quality management processes in call centers, leveraging advanced technologies such as artificial intelligence to provide a superior customer service experience.
Thanks!
