NLP Change Management - Derek Bishop

Change Management - Discussion between Michael Beale and Derek Bishop of Abeo Consulting, October 2007.

Derek Bishop is a consultant with Abeo Consulting Ltd, where he specialises in helping medium to large companies significantly improve customer service levels, without requiring a huge investment. He also advises on how to get best value from 'outsourcing' investments.

(Please allow 2 minutes for the MP3 file to download if you wish to listen to the discussion)

http://www.ppimk.com/nlp-podcast/derek.mp3

Michael : Hi Derek. Firstly I’d like to really thank you for taking part in this conversation. Can you kick it off by just giving our listeners an idea of exactly who you are and what you do?

Derek : My name is Derek Bishop from Abeo consulting, and I specialise in two main areas; firstly around enabling organisations to significantly improve their customer service and hence increase customer loyalty so that they’re not losing so many customers and therefore becoming more profitable. And the second area is around helping organisation leverage the full value from the outsourcing that they have put in place, including their processing or help-desk services, either improving what they’ve already got, or helping them put into place effective arrangements to leverage the full value of what they’re doing.

Michael : That sounds two very useful things. What sort of sized companies do you deal with?

Derek : They tend to be medium to large multi-national, global organisations, I guess the key is that they’ve got a sizable enough service operation that we could deliver significant improvements.

Michael : What experience have you had that’s enabled you to do this? What’s your background?

Derek : Well up until three years ago I was in the corporate financial services industry and I held senior positions within financial services, all around customer services and operational outsourcing - funnily enough. I recognised that whilst I was in a large corporate I never took on a role that was stagnant, what I became was an internal change agent, and so typically I was asked to either turn around an existing department or division that was not performing that well, and dramatically improved the performance, or actually to start up new operations, so if we’re taking a new proposition to market and we had to design a customer service or an operational area – to take that new proposition to market then I would design it from scratch and implement it. But once we improved the performance of the existing team, or when we set it up and got the new proposition running, I would then go on to move onto my next internal assignment.

So I became a bit of an internal improvement person, all around the customer service and outsourcing area.

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