Category Industry: CX/BPO

AI Is Everywhere. Capability Isn’t: Why The Future of CX Belongs to Organisations Who Build the Right Teams

Why CX, BPO & GBS organisations need people, not platforms, to unlock AI’s full value.

As organisations race to adopt AI, the customer experience landscape is shifting faster than ever. According to The State of Customer Experience report, AI is no longer a peripheral investment – it’s becoming central to CX strategies worldwide. CX leaders expect one-third of their CX budgets to go to AI in the next 12 months, and 42% already list increased AI adoption as a top priority.

But while AI investment is exploding, the report reveals a more fundamental truth:
AI is only as valuable as an organisation’s ability to understand and serve its customers.

Despite the hype, most companies are still struggling with the human and operational foundations needed to make AI work.

The CX Reality: Technology Isn’t the Main Barrier – Understanding Is

CX leaders aren’t held back by a lack of AI tools. Instead, they’re grappling with issues that predate AI – and will undermine it if left unresolved:

  • 43% cite reducing data silos and achieving seamless journeys as a core priority
  • 41% say the biggest challenge is simply keeping up with rising customer expectations
  • 38% prioritise strengthening data capabilities for real-time insight and orchestration

In other words: AI isn’t the differentiator. Customer understanding is.

Companies are collecting more data than ever, yet only 16% provide fully integrated omnichannel CX with connected systems and seamless context flow from one channel to another.

This is the real transformation gap.

Consumers Want AI-Enabled Efficiency – But Not at the Expense of Empathy

While 64% of consumers believe AI will improve the speed and quality of CX over the next few years, their expectations around human interaction remain clear:

  • 37% say empathy and knowledgeable support are essential
  • 49% value first-interaction resolution above all else
  • 37% find it deeply frustrating when they can’t reach a human agent – and 22% say it makes them want to switch brands entirely

Consumers want AI to remove friction – not humanity.

The brands that win won’t be those that automate the most, but those that blend AI with exceptional human capability.

The Talent Gap: AI Demands New Skills, Structures and Leaders

The report makes something else clear: organisations are not yet ready, structurally or culturally, to operationalise AI at scale.

  • 37% of CX leaders say keeping staff trained on new tech is a major challenge
  • Many still rely on disconnected technology stacks that prevent them from getting real-time customer insight
  • Internal silos and competing priorities slow down CX transformation more than any technology constraint

AI is accelerating – but people aren’t being enabled to keep up.

This is where CX transformation fails most often: not in the tech selection, but in the leadership, capability building and organisational orchestration behind it.

To thrive in an AI-first era, organisations need talent who can:

  • Interpret data and orchestrate journeys
  • Integrate digital and human channels
  • Lead AI-driven operational change
  • Build customer understanding into everyday decision-making
  • Coach teams to work effectively with automation and insight tools

AI doesn’t remove the need for people. It elevates the need for the right people.

What This Means for CX, BPO & GBS Providers

Your clients don’t just need AI platforms. They need partners who can translate AI into outcomes: lower costs, stronger experiences, faster resolution and more personalised journeys.

This requires talent and leadership with strengths in:

  • CX strategy and experience orchestration
  • Data maturity and insights
  • Omnichannel design
  • AI-powered workforce models
  • Change and transformation capability
  • Human-centred service delivery

In short: AI creates the opportunity – people create the value.

How JMR Global Helps Build AI-Ready CX Organisations

At JMR, we support organisations across CX, BPO and GBS to build the human foundations required to unlock AI’s potential. We partner with businesses to:

  • Recruit leaders who can operationalise AI, not just purchase it
  • Build teams skilled in analytics, orchestration, digital CX and hybrid human-AI service models
  • Strengthen organisational design and capability for omnichannel CX
  • Identify gaps in customer understanding, insight and experience delivery
  • Develop talent strategies that keep pace with rapid tech adoption

Our work is built around a simple truth: Technology doesn’t differentiate you. Your people do.

The Bottom Line

AI will transform customer experience – but only for organisations that close the gaps in understanding, data, skills, and leadership first. Those that do will orchestrate journeys effortlessly, personalise service at scale, and meet the ever-rising bar of customer expectations. Those that don’t will continue to invest heavily in AI… without seeing the return.

See the full State of CX report here.

If you’re ready to build an AI-ready CX organisation – with the right leadership, structures and capabilities – we see you, we hear you, and we can help.

First Jobs to Future Leaders: Bridging South Africa’s Talent Divide

My return to South Africa earlier this year has given me many insights. I’ve listened to stories, heard different perspectives, and reflected on the realities leaders and young people are facing.

Through these conversations, I’ve been struck by a paradox. On one hand, too many of our young people remain unemployed, despite being bright, eager, and capable. On the other hand, many businesses I meet are struggling to find experienced senior leaders with the depth and breadth to navigate today’s complexities.

At first glance, these might seem like opposite challenges: an oversupply of entry-level talent and an undersupply of leadership. But in truth, they are deeply connected. If we approach them with intentionality, one can become the solution to the other.

South Africa’s Youth Challenge: Signs of Progress

South Africa’s youth unemployment rate is one of the highest in the world, the statistics are sobering. Yet, there are also sparks of hope.

The Business Process Outsourcing (BPO) sector is one of them. In the past year alone, Cape Town’s BPO industry created more than 10,000 new jobs, adding billions of rands in foreign investment according to City of Cape Town Economic Growth MMC, Alderman James Vos. Many of these roles went to first-time earners, often women from low-income backgrounds.

Organisations such as CapeBPO and BPESA are intentionally driving the development of training and placement ecosystems for young people, partnering with colleges, government, and industry to create meaningful pathways into work. I’ve had the privilege of seeing how this changes not just individual lives, but entire households. A young person who gains employment brings confidence, dignity, and stability to their family.

This matters. Because beyond the statistics, what we are really talking about is human potential and the belief that our youth deserve the chance to build futures. The opportunity for leaders is clear: it is not only about creating jobs, but about enabling pathways. The real challenge (and opportunity) lies in how we support these first roles to become stepping stones toward lasting careers.

The Leadership Gap: a shallow bench

At the same time, senior executives in fast growing sectors like BPO are voicing a different concern: “As the industry scales, where will our next generation of leaders come from?” 

The reality is that South Africa has a thin pipeline of leaders with international exposure, transformation experience, and the capabilities needed to lead both businesses and people through complexity. Too often, the same handful of individuals are approached for senior roles. This isn’t sustainable. Without building the skills that enable leaders to grow and succeed, we risk setting people up for failure instead of preparing them to thrive

In my career across Europe, Africa, and global markets, I’ve seen the same challenge emerge in different forms. Leadership today requires far more than technical expertise. It demands judgement, adaptability, and the ability to bring people along through uncertainty. These skills are rarely taught in classrooms. They are honed through intentional development and real-world stretch experiences.

Connecting Youth Potential with Leadership Needs

This is where the opportunity lies. I know how tough it can be to invest in leadership development when budgets are tight and demands on leaders are relentless, as they so often are in BPO. But even small, creative steps can help build the capabilities we need. Pathways that move young people from first jobs into leadership potential don’t have to be grand. They simply have to be intentional.

The BPO sector has proven that young South Africans are resilient, creative, and ambitious. The question now is: how do we ensure they don’t remain at entry level, but grow into the leaders our businesses need?

Rethinking How We Grow Future Leaders

From my conversations with boards and leadership teams, I’ve heard many ideas about how we might begin to close these gaps. None are simple—funding, time, and leadership support all play a role. But there are a few areas where intentional focus could make a meaningful difference:

  1. Invest early in leadership skills

Technical training alone won’t close the gap. From the first day a young person joins, we can begin to embed development in communication, problem-solving, and critical thinking. These skills take time, but they are the foundations of leadership.

  1. Create visible pathways

Entry-level roles work best when they are the start of a journey, not the end. Mapping out steps from team leader to supervisor to manager while making them visible, helps people see a future worth working toward. Even small signals of progression can make a big difference.

  1. Pair experience with potential

Too often, talented people are promoted before they’re ready, which can set them up for failure. The real opportunity is to match emerging leaders with mentors and structured support, so they grow the capabilities needed to lead both people and business with confidence.

  1. Lead with the future in mind

Executives carry the responsibility of building tomorrow’s leadership bench. This is not easy: budgets, time, and competing priorities, these all play a role. However, keeping people at the centre of long-term planning is what sustains organisations.

  1. Leverage industry collaboration

Bodies like CapeBPO and BPESA are already bringing business, education providers, and government together to create pathways. Building on this valuable work, and extending similar models into other sectors, could unlock even greater impact.

What South Africa Can Learn from Global Markets

In other countries where I’ve worked, whether in Europe or Asia, leadership pipelines are deliberately cultivated. Companies identify high-potential individuals early and give them structured opportunities to rotate across functions, geographies, and challenges.

South Africa has the talent to do the same. What’s needed in the BPO sector is a consistent commitment to invest in people. It’s not just in creating entry-level jobs, but in developing the skills and experiences that turn those first roles into long-term careers.

A final reflection

Leadership, at its core, is less about brilliance than about clarity, courage, and care for people. I believe South Africa’s young people have all the raw ingredients to become extraordinary leaders.

The task for business leaders is to strike a balance: creating jobs while also building careers. That means not only opening doors, but equipping young people with the tools and development to grow into leadership roles.

If we can do that, we won’t only close the skills gaps. We will build a generation of leaders who carry South Africa forward with resilience, creativity, and purpose.

As boards and executive teams, it may be worth pausing to reflect on the strength of your leadership pipelines. Where is the next layer of leaders being developed? Are there visible pathways for young people to rise? And is there clear accountability for making this happen? These kinds of reflections, approached with intention, are often where meaningful shifts begin.

At JMR, we partner with organisations to move beyond succession planning as a static exercise. From my experience, when pipelines are treated as living systems such as connecting youth potential with leadership development, they are far more resilient. Our role is to walk alongside organisations in strengthening these pipelines, contributing structure and perspective to support their long-term success.

If your organisation in Africa is grappling with these questions, I’d welcome a conversation. Sometimes the first step is simply creating clarity together.

The Role of Chief Digital Officers (CDOs)

Shaping Digital Leadership in Established Industries

As companies confront the reality of digital transformation, especially in more established industries, having the right leader at the helm becomes critical. Chief Digital Officers (CDOs) are more than just tech experts—they’re strategic leaders who can align digital innovation with business goals, driving sustainable growth.

Why CDOs Are Essential Now

The introduction of digital initiatives can often feel disruptive, especially in sectors where change is traditionally slow. CDOs play a key role in ensuring these initiatives don’t just work in isolation but are fully integrated with existing practices, making the transition smoother for both internal teams and customers. The risk of falling behind is real, and without a CDO guiding the process, businesses may struggle to keep pace with competitors who have already embraced the digital shift.

Key Qualities of High-Impact CDOs

Identifying the right CDO requires looking beyond technical proficiency. The best CDOs bring strategic vision and business acumen, combined with a practical approach to digital innovation. They ensure digital strategies not only solve immediate challenges but also contribute to long-term growth.

Look for qualities such as:

  • Vision and Adaptability: The ability to anticipate market shifts and set a proactive digital strategy that aligns with business goals.
  • Change Leadership: A focus on people as much as technology, guiding the organization through digital shifts with a collaborative, inclusive approach.
  • Business Acumen: Knowing how to turn digital tools into concrete business outcomes—whether that’s improving operations, enhancing customer experiences, or driving revenue.

Transforming Data into a Competitive Advantage

For many organizations, data is an untapped resource. CDOs bridge the gap, helping companies make better use of the information they already have. Instead of vague promises of digital transformation, CDOs bring actionable insights through data analytics, which can improve everything from customer retention to operational efficiency.

Case Studies: CDOs Driving Real Results

  • Manufacturing: By implementing predictive maintenance systems, one company cut downtime by 30%, demonstrating how digital tools can have immediate operational benefits.
  • Retail: Data-driven personalization helped a retail chain increase sales by 20%, aligning digital innovation directly with customer needs.
  • Finance: A CDO-led digital banking overhaul not only improved customer trust but also led to higher retention rates, showing how technology and security go hand-in-hand in today’s financial landscape.

The Future of the CDO Role

The responsibilities of CDOs are expanding. As artificial intelligence, sustainability, and new technologies like blockchain become integral to business strategy, CDOs will need to stay ahead of the curve, constantly adapting their approach to meet the needs of a changing market.

Finding the Right Chief Digital Officer

We know the importance of finding the right CDO for your business—someone who understands both the technical and cultural shifts required for digital transformation. Our team specializes in identifying leaders who bring vision, adaptability, and a clear understanding of how digital fits into the larger business strategy. Whether your need is immediate or part of a long-term growth plan, we work closely with you to find the leader who will drive your organization forward.

Reach out to us through our contact page or check out any of our consultants for your specific needs.

 

BPO hotspot: is North Africa the next BPO location of choice?

What is BPO?

BPO is the acronym for Business Process Outsourcing, also known as BPS (Business Process Services). A business may choose to outsource standard functions rather than carry them out in-house, for cost or resource efficiency.

Processes such as manufacturing, accounting, customer services, software, credit management, HR, digital communication, and marketing are just a few examples of work that can be outsourced to an external team. More recently outsourcing has extended to the entire training platform, content moderation including YouTube and Google, quality assurance, IT, and security.

Where in the world is business outsourced to?

There are some countries that immediately spring to mind when thinking about BPO. The more mature in the sector are the Philippines and India, with LatAm & South Africa closely following. BPOs in the Philippines tend to specialise in customer services and front-end operations, predominantly in the financial services and telecoms sector. The country can offer its westernised culture as well cheap labour, 24/7 support and high-quality service. India, on the other hand, leads the way on software development, tech and IT outsourced services. Like the Philippines, India has cheap labour, 24/7 support, all the latest equipment and as well as English speaking agents.

Interestingly, North Africa has joined the party, with Tunisia and Morocco, as well as Ghana being a new entrant in the West, and Kenya in the East, all becoming the latest outsourcing hotspots. Countries tend to specialise in mostly voice and chat services. Corporations are attracted to Africa as a BPO destination because of the strong education system and access to higher education there, as well as the multilingual capabilities of agents. Africa offers an ease of access and travel between countries, as well as cheap labour and living.

BPO in Africa since the 2000’s

Back in the mid 2000’s, African countries were positioning themselves on the global outsourcing map. Progress made via governments and the private sector saw better broadband connectivity and a reduction in prices, followed by subsea fibre optics improving services. Outsourcing to African countries became an attractive proposition to big companies due to available support, fluency in European languages, and cost of labour. This was coupled with the possibility of legitimate tax breaks that could be leveraged (although thorough research and advice on legislation is always advisable) across the continent. Countries such as Egypt (although considered part of Europe as it sits on the Mediterranean, is a transcontinental country spanning part of North East Africa and North West Asia) began to win contracts from big corporations outsourcing their call centres, as did their North and North West African neighbours Tunisia and Morocco.

South Africa has been going strong since the 2010s as a BPO destination as it can offer education, knowledge, and skilled processes. It has robust people processes, development opportunities and capabilities in cost and available land mass to build call centres. Another plus point for South Africa is its community outreach and impact resourcing within wider communities. This enables socioeconomic growth and employment opportunities to people who would otherwise have limited employment prospects.

North Africa, on the other hand, had its global ambitions stilted by the Arab Spring. In the early 2010s political unrest and instability led to a lack of confidence from multinationals and soon they scaled back or withdrew their operations completely. One positive was that Morocco remained largely untouched by the upheaval. It saw some large corporations migrate their operations over from Tunisia.

Fast forward into the late 2010s into the 2020s and Morocco and Tunisia are coming into their own.

How has Covid-19 impacted the BPO sector?

The handling of Covid-19 has varied country to country. Undoubtedly usual working practices have been affected. For example, the Philippines has taken a militant approach with lockdowns and imposing curfews. The knock-on effect to business has been a challenge with office space, social distancing and safe commuting being difficult to ensure. Working from home has not been a viable option for many companies due to security infrastructure.

With one of the largest populations in the world, India employed social distancing and lockdown rules. This did, however, have an impact on the economy, environment and living. Negative impacts were on human life and the economy, with security and infrastructure also being a contributing factor. The environment, however, has seen a positive impact.

South Africa came down hard on the rules at the beginning of the pandemic, but are now much more flexible in their approach, although still have a 9pm curfew in place.

In North Africa call centre workers were moved to hotels in Morocco, meaning they could isolate (due to a lack of tourism) and continue to work safely.

As Africa is not as mature in BPO in comparison to the Philippines and India, it has potentially benefited through its approach to Covid-19. A more agile workforce and less history to be steeped in may have provided advantage to businesses over other countries.

How will BPOs in Africa will succeed in the future?

Whilst South Africa has been thriving for the last decade, North Africa’s reputation needed to be rebuilt from political fallout to attract the multinational contracts once again. This has taken many years. Outsourcing is an industry believed to meet the continent’s expectation of future economic growth. The success of Africa as a hub to rival established BPO destinations will depend upon many factors.

  • Growth in investments Africa needs to seek out multinationals looking for the most cost-effective place to do business and rival their competition from other countries’ propositions.
  • Infrastructure & digital adoption Alongside BPO, digital adoption across Africa is seeing a boom, in fact the pace is faster than anywhere else in the world currently. What Africa lacks in maturity of digital practice, it is making up for in growth and infrastructure now. Digital adoption amongst consumers as well as digital transformation in companies has been an accelerated focus due to the pandemic, as with much of the world.
  • Political stability Government support is essential, alongside confidence with investors that the political landscape has stability. Politics within other countries who would typically outsource plays an important role too. Many countries and political leaders are keen to promote in country growth and are critical of outsourcing jobs that could be domiciled. However, service levels and budgets are what drives multinationals to move part, or all, of their operations to an outsourced approach.
  • Ecosystem and innovation Creating a digital ecosystem where talent can be nurtured, and innovation can be acted upon is key for Africa to keep up with the rest of the world. Although there has been a historic cultural resistance to adopt new digital technologies, there is now a positive desire from much of the continent to fill these digital gaps. The fact that infrastructure is growing at a rapid rate, more so than anywhere else in the world currently, speaks volumes about the commitment for the continent to innovate. Being a comparably new entrant to the digital world, immaturity offers one distinct opportunity – the option to adopt the latest technology without having to consider legacy tech that is already in place and difficult to break away from.

Is North Africa set to become an emerging digital hub and BPO location of choice? Let us know what you think over on LinkedIn.

For more news and insights from JMR Global click here.

 

References: https://www.business.com/articles/countries-for-business-process-outsourcing/ https://www.itnewsafrica.com/2021/03/how-digital-adoption-across-africa-supersedes-the-world/

The Art of Work Life Balance.

Strategies to Beat Mental Fatigue & Burnout

The workplace isn’t just where you clock in—it’s where you spend most of your time, crafting your career and life. Whether you occupy a leadership role committed to nurturing your team or are a driven professional striving for a harmonious work-life balance, it is imperative to master the intricate art of work-life integration while prioritising mental well-being to combat the biggest challenge affecting productivity and growth – burnout.

Recognising Signs of Mental Health Issues: A Shared Responsibility

Mental health is the cornerstone of individual well-being. Both employers and professionals share the responsibility of recognising signs of mental health issues. By understanding these signs, we can collectively create a safer and more supportive work environment. Here are ways to recognise issues in mental wellbeing:

  • Identify Changes in Behaviour: One of the key indicators of potential mental health challenges is noticeable changes in a person’s behaviour. Keep an eye out for the following:
    • Increased Withdrawal: If someone who was previously outgoing and engaged begins to withdraw from social interactions, team activities, or even day-to-day conversations, it could be a sign that something is amiss. They might start avoiding colleagues or isolating themselves.
    • Irritability: Sudden and unexplained irritability or mood swings can be a signal of a troubled mind. A person who was usually even-tempered might become easily irritated or frustrated, sometimes over minor issues.
  • Pay Attention to Performance Fluctuations: Another significant sign of potential mental health concerns is fluctuations in a person’s work performance. Keep an eye on the following performance-related indicators:
    • Deterioration in Quality of Work: If a person’s quality of work starts to decline, with an increase in errors, missed deadlines, or incomplete tasks, it may indicate that they are struggling with mental health challenges that affect their concentration and focus.
    • Frequent Absences: Excessive and unexplained absences or a pattern of taking more sick days than usual might be an indication they are dealing with mental health issues. These absences can be linked to stress, anxiety, or depression.

Fostering a Supportive Workplace Culture

As the leader, you hold the brush to paint a supportive and harmonious work environment. The initiatives you take can set the stage for a workplace where work-life integration and mental health are priorities. Below are a few ways to foster a more balanced and mentally healthy workplace.

  • Finding Flexibility: Options like remote work, flexible hours, or compressed workweeks aren’t just trends. This is now the normal work setup as talents aim to harmonise their professional and personal lives.
  • Mental Health Policies: Implementing clear mental health policies sends a strong message and reflects the culture of your workplace. Encourage the team to take mental health days, provide access to counselling services, and foster a culture of openness regarding mental health concerns.
  • Wellness Program: Wellness programs that include mental health components can make a difference. Think yoga classes, mindfulness sessions, or stress management workshops to help employees strike a balance. Even a once a month dinner to catch-up can make a big impact on one’s well being.
  • Training and Awareness: Knowledge is Key. Equip your team with knowledge about mental health. Training sessions can help employees recognise signs of stress and mental health issues and provide guidance on seeking help when needed.
  • Encourage Open Conversations: Creating a workplace culture that encourages open and honest conversations is crucial in recognising and addressing mental health issues.
    • Promote Psychological Safety: Ensure everyone feels safe and supported when discussing their mental health concerns at work. Make it clear that their job security and reputation won’t be compromised by seeking help.
    • Provide Resources: Offer access to mental health resources, such as Employee Assistance Programs (EAPs) or counselling services. Let employees know that these resources are available, confidential, and judgement free.
    • Training Managers and Colleagues: Train leaders and colleagues to recognise signs of mental health issues and respond with empathy and support. Encourage them to initiate conversations with individuals they suspect may be struggling.
    • Lead by Example: Leaders and managers should lead by example by openly discussing the importance of mental health and their own experiences with it. This can help reduce the stigma surrounding mental health in the workplace.

The Art of Work-Life Integration and Mental Health

Just as companies hold the brush to create supportive workplaces, professionals are equally responsible to create a balanced and harmonious life. Below are some practical steps and strategies to guide you on a journey where work-life integration and mental health coexist seamlessly.

  • Set Boundaries: Set clear boundaries between work and personal life. Disconnecting from work emails and calls outside of office hours can significantly contribute to a healthier work-life balance.
  • Self-Care: Prioritise well-being. Exercise regularly, eat well, and ensure you get adequate rest. These habits can greatly impact your overall well-being.
  • Seek Support: Reach out for support when necessary. Employee Assistance Programs (EAPs), counselling services, and open conversations with colleagues or friends can provide valuable assistance.
  • Stress Management: Learn stress management techniques, including mindfulness exercises, deep breathing, and take short breaks during the workday to alleviate stress.

Attracting Top Talent Through Work-Life Integration and Mental Health Initiatives:

Companies that prioritise work-life integration and mental health at work stand out in the eyes of top talent. In today’s competitive job market, professionals are seeking employers and leaders who understand the importance of work-life balance and mental well-being through policies and culture at the workplace. Highlight your commitment to these aspects to attract the best talent.

Achieving work-life balance and maintaining mental health at work is a shared journey. Leaders and professionals must collaborate to create an environment where both are valued. By taking practical steps and promoting a culture of well-being, we can contribute to a workplace that nurtures careers and lives.

Remember, work-life integration and mental health are the cornerstones of a balanced and fulfilling career journey. So, as you continue along this path, don’t forget to nurture these aspects, they’re the keys to lasting success and contentment.

© JMR 2026