Copc __full__ Instant

The audit was a vivisection. Viktor mapped their "customer journey" not as a neat flowchart but as a sprawling disaster: IVR (Interactive Voice Response) dead ends, three uncoordinated back-office teams, a quality monitoring form with forty irrelevant fields. The biggest sin: they had no "root cause" process. They were extinguishing fires while the arsonist—a broken billing system—kept lighting matches.

Hala listened for three minutes. Then she said, “Sir, I see the two previous tickets. They closed as ‘resolved,’ but you’re calling again. That’s our failure, not yours. I’m going to stay on the line, conference in the network team, and we won’t hang up until you see your Wi-Fi symbol back.” The audit was a vivisection

The first COPC principle was brutal: Define, Measure, and Control. They started with a single metric: . It was at 42%. Sara set a target of 85%. They were extinguishing fires while the arsonist—a broken