Well-run contact centers balance operations between the goals of efficiency and service quality, and so produce satisfied customers. Many managers of contact centers improve operations through studying, then implementing best practices. Best Practices are guideposts along the road of ongoing improvement, Best Practices are pioneered, then documented for results achieved by other companies farther down the path of improvement. This is a journey with no final end destination. Like the study of a martial art, the journey is measured in a growing expertise and set of capabilities that are learned from those who have studied before. In studying a martial art, the student starts at the beginning, and progresses through increasingly complex and demanding tasks, in which his skills develop. The management of contact centers is much like the pursuit of excellence in a martial art.

Most contact centers do not engage in best or even leading practices. There are many interrelated reasons for this. These reasons can include old, limiting technology that has not fully depreciated, dispersed or acquired operations with differing founding cultures and goals, organizational conflict embedded in differing rates of growth by division, and isolated, duplicate operations in company product divisions that have not yet combined to leverage talent and technology. Many companies utilizing Genesys solutions have yet to take full advantage of Genesys capabilities they have already purchased. It takes companies time to prepare to utilize the technology. Implementation often demands changes in operations, CSR training, organizational function and goals, and in fact, the role of the contact center itself. Quite often, Genesys finds it is joining a customer company in an odyssey of improvement. The company cannot jump from beginner to expert overnight. It must grow through stages of improvement in technology, process, and management of people.