Technology Company Decreased Lead Time for At-Risk Accounts By 10% With GLSS
United States
Technology
Operations
10%
- The problem: Delays in identifying and responding to at-risk accounts were impacting customer retention, operational efficiency, and overall performance within a technology organization.
- The results: With GLSS, the organization reduced lead time from 80 days to 72 days, a 10% improvement, while saving 91% of at-risk renewal ARR and reducing administrative workload by 87%.
A leading technology company specializing in digital workplace solutions recognized the importance of responding quickly to customer needs, especially when accounts showed signs of risk. In a highly competitive environment, delays in addressing customer concerns can negatively impact retention, revenue, and long-term relationships.
To address this challenge, the organization partnered with GLSS through Lean Six Sigma Green Belt Training & Certification. The training provided a practical, structured approach that enabled the team to quickly identify inefficiencies, simplify workflows, and implement meaningful improvements.
Using GLSS tools and guided by the principles of Ethical EfficiencyâĒ, the team focused not only on improving performance, but also on reducing unnecessary complexity and creating a more effective experience for employees managing the process.
The organization faced significant challenges in identifying and responding to customers at risk of leaving. The existing process was highly complex, requiring teams to navigate multiple systems and workflows before action could be taken.
As delays increased, customer churn risk grew and renewals became more difficult to secure. These inefficiencies also impacted customer satisfaction, as issues were not always addressed quickly enough during critical moments in the customer lifecycle.
At the same time, Customer Success Managers spent a large portion of their day managing administrative tasks instead of focusing on relationship building and customer support. Leadership recognized that improving the process was critical not only for protecting revenue, but also for improving employee effectiveness and strengthening the overall customer experience.
Through detailed analysis, the team uncovered several root causes contributing to the delays.
Many at-risk accounts required coordination across multiple internal groups, which slowed communication and decision-making. In addition, there was no clear or standardized definition for when an account should no longer be considered at risk, resulting in inconsistent handling across teams.
The organization also managed account risk and renewal risk in separate systems. This fragmented approach created duplicate work, reduced visibility, and added unnecessary administrative burden.
Together, these issues made it difficult for teams to respond quickly and confidently when customer intervention was needed most.
Using GLSS and Kure, the team redesigned the process to improve speed, clarity, and consistency.
- The workflow was simplified from eight stages down to five, removing unnecessary steps and streamlining execution.
- Separate processes were established for Risk and Help Desk activities, allowing teams to focus more clearly on their responsibilities without overlap.
- The team also introduced a formal Risk Resolution and Churn Summary step to establish a consistent endpoint for account management.
- To improve data quality and visibility, dashboards were implemented to identify data gaps, monitor escalated risks, and provide portfolio-level insights.
- Clear documentation and training resources were developed to support adoption and long-term sustainability.
- In addition, AI and automation tools were introduced to reduce manual work and accelerate response times.
The improvements produced strong measurable outcomes for the organization.
Lead time for managing at-risk accounts decreased from 80 days to 72 days, representing a 10% improvement. The team also preserved 91% of at-risk renewal ARR during the first quarter following implementation.
Administrative workload was reduced by 87%, allowing Customer Success Managers to spend significantly more time supporting customers and addressing critical issues.
By simplifying workflows, improving visibility, and reducing manual effort, the organization created a faster and more sustainable process that benefits both customers and employees.
with GLSS
This project demonstrates how simplifying complex operational processes can create meaningful improvements in both business performance and customer outcomes.
Through GLSS Training & Certification, the team gained the practical skills needed to identify root causes, implement targeted improvements, and achieve measurable results quickly. The structured and easy-to-apply GLSS approach helped accelerate progress from problem identification to execution.
Guided by Ethical EfficiencyâĒ, the organization improved operational performance while also reducing unnecessary burden on employees and creating a more sustainable way of working.
With a stronger and more streamlined process now in place, the organization is well-positioned to continue improving customer relationships, increasing operational effectiveness, and supporting long-term success.
*We value our clients’ confidentiality. While we’ve changed their names, the results are real.
