Entertainment
Departments with different maturity levels needed to adopt Zendesk without disrupting operations. We led implementation, training, and governance to bring process, culture, and operations into the same rhythm.
Sony Music needed to implement Zendesk across areas with different operational maturity levels without disrupting day-to-day work. There was low standardization, dependence on informal processes, and limited governance to sustain adoption after go-live. The risk was that the platform would be implemented technically but never truly absorbed by the operation.
We treated implementation as an operational change project rather than only a configuration effort. We mapped processes, adjusted workflows, configured the platform, trained teams by usage profile, and created an ongoing governance routine. We also supported recurring optimizations and the management of critical incidents with the vendor.
The operation began working with more clarity, control, and predictability. Team performance increased by 60%, ticket volume dropped by 47%, operational bottlenecks were eliminated, and demand distribution became more efficient. The CRM began to support process, culture, and continuous evolution.
The decisive point here was treating implementation as operational change rather than merely technical delivery. The platform had to fit the culture of the operation, the rhythm of each area, and the maturity level of each team. That is why process, training, and governance moved together. The result was stronger adoption, less dependence on informal knowledge, and a more consistent base for continuous evolution.