SCC and RingCentral

The situation

SCC’s own service desk was reaching the limits of its toolset. The company was growing globally. Service desk agents were distributed across multiple offices and, increasingly, working from home. The existing systems integrated poorly with each other. An agent taking a call couldn’t easily see the customer’s chat history or escalate to video support. Tickets in one system didn’t talk to tickets in another. The fragmentation slowed down customer service and made it harder for agents to do their jobs well.

More pressingly, SCC was recommending RingCentral and Visavvi solutions to customers. The company was telling clients that unified communications and cloud-based contact centre platforms were the answer to modern service delivery challenges. But SCC’s own service desk was running on older infrastructure. How credible was that advice if SCC wasn’t using the solutions it was recommending?

The decision was pragmatic: SCC needed to modernise their own service desk. But it was also philosophical. If SCC was going to guide clients through this kind of change, the company needed to understand it from the inside. Implementing RingCentral’s platform internally would give SCC team members first-hand experience of what the shift felt like, what the challenges were and how to guide clients through them.

What SCC did

SCC identified the need to supply their own service desk with a next-generation toolset. The requirement was clear: integrate RingCentral’s unified communications and contact centre capabilities with ServiceNow for ticketing and Microsoft Teams for collaboration. The goal was a single platform where agents could see message, video, phone and contact centre interactions all in one place.

SCC implemented RingCentral UCaaS and CCaaS across worldwide contact centres. This wasn’t a pilot. This was a full replacement of the existing service desk infrastructure. Every interaction with SCC’s service desk, by phone, email, chat or video, would flow through the new system.

The implementation taught SCC about change management. Agents had been using one system for years. The new system worked differently. It required retraining. Early days were slower as people adapted. But SCC invested in that change rather than rushing it. They used their own service desk as a learning lab.

What changed

SCC’s agents gained flexibility they hadn’t had before. An agent could handle a phone call, view the customer’s previous chat history, and if the issue required showing something visual, smoothly move to video, all without transferring the call or asking the customer to repeat information. That capability made service interactions more efficient and more human.

The company also gained insight into customer behaviour. When you can see that a customer has interacted via multiple channels, you can design your service accordingly. A customer who prefers chat won’t be routed to phone support. Seasonal peaks in one channel can be balanced with lower demand in another. SCC learned that it could work across the system more intelligently because all interactions flowed through one platform.

What the client learned

SCC learned what every company that implements its own recommendations learns: the gap between recommending a solution and running it. Teams that used the new system discovered edge cases that didn’t appear in documentation. The company learned where the real change management challenges were. When customers later went through similar changes, SCC could speak from experience about what the adjustment period looked like, how to manage resistance and what benefits appeared on the other side.

The experience reinforced a lesson SCC’s customers had also discovered: implementation is important, but change management is deciding. The technology works. Making it work well requires attention to how people adapt to new tools.