Copc [work] May 2026

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.

The hum of the Amman contact center was a low, desperate moan—a thousand voices compressed into a single note of exhaustion. Sara Mansour, the site director, stood on the mezzanine overlooking the main floor. The giant wallboard glowed red. Hold times: 18 minutes. Abandon rate: 34%. Customer Satisfaction (CSAT): 1.9 out of 5. The audit was a vivisection

Sara looked at the audience of 2,000 operations leaders. “COPC gave us the framework,” she said. “But the standard is not a certificate on the wall. The standard is whether, on the worst day of a customer’s life, your company answers like a human, fixes like an engineer, and cares like a friend.” They were extinguishing fires while the arsonist—a broken

It was a revelation. COPC called it "functional separation." Sara created a small "Resolution Squad"—ten senior agents who took no inbound calls. Their only job: analyze root causes, call back customers who were abandoned, and fix systemic issues. The giant wallboard glowed red