Contact centers are the most heavily measured operation in most enterprises. AHT, ASA, abandonment, occupancy, schedule adherence — there is no shortage of metrics. There is, almost always, a shortage of business outcome ownership.
Resolution is the canonical example. Nobody owns it end-to-end. The agent owns the call. The supervisor owns the team. The workforce team owns the schedule. The product owner owns the feature. The customer experiences a repeat contact two days later and quietly churns.
The fix is structural: measure resolution at the customer level, not the contact level; tie operational governance to repeat rate; design workforce strategy around the business outcome — not just the queue. That's how contact centers stop being a cost center and start showing up on the P&L.
Related: /ownership-gap-framework · /expertise/contact-center-transformation · /results · /donna-lightfoot.