From contact centres to experience centres: the evolution of customer service teams

When contact centres first emerged (known back in the day as “call centres”), in the 1960s, they were made up of teams whose sole purpose was to answer the questions posed by consumers.

Today, the role of contact centres has gone far beyond that. Technical support and customer service teams no longer merely resolve queries—they focus on treating customers with courtesy, listening with empathy, connecting on a personal level and considering individual consumption profiles in order to offer tailored services. In short, they aim to deliver personalised experiences.

This new approach has allowed many brands to distinguish themselves in consumers’ minds through their customer service strategy, foster longer-lasting customer loyalty and, in many cases, place customer service above price when choosing between brands.

What once seemed inconceivable is now entirely possible—yet…

HOW DID WE GET HERE?

Technology has always steered the industry’s course. As early as 1973, the advent of ACD systems—which automatically routed calls to agents—helped cement the concept of the “call centre.” In the 1980s, with the arrival of personal computers (PCs), agents swapped pen and paper for digital databases, speeding up processes and enabling faster, more accurate responses.

During the 1990s, the integration of telephony and software (CTI) marked another leap forward: incoming calls triggered the customer’s record to appear on screen, enhancing personalisation and efficiency. By the 2000s, the Internet had introduced new channels like email and live chat, compelling contact centres to diversify their operations and train agents in non-voice competencies. Meanwhile, VoIP telephony reduced operational costs and paved the way for virtual call centre models with geographically dispersed teams.

Moving into the 21st century, omnichannel strategies consolidated this trend by integrating phone calls, emails, chats, social media, and apps into a single platform, raising expectations for seamless customer experience across channels. Advanced analytics and KPIs (such as NPS or CSAT) elevated customer service to a strategic level, enabling consistent measurement and improvement. The 2020 pandemic fast‑forwarded remote work and the shift to cloud-based solutions. More recently, automation and artificial intelligence are rewriting the rules once again, with virtual assistants and predictive systems capable of handling the bulk of enquiries without human input—freeing agents for higher‑value tasks.

WHERE IS THE INDUSTRY HEADED?

All signs point to future contact centres evolving into genuine experience hubs, where every interaction is highly personalised. Well‑designed self‑service options will be pivotal: many routine tasks will be entirely automated, sparing customers from hold queues and enabling agents to focus on more complex inquiries.

Reducing wait times (ASAT) will remain a priority. To achieve this, companies will embrace artificial intelligence and promote alternative channels such as online chat and WhatsApp. AI will also empower businesses to implement ongoing customer follow‑up strategies and enable proactive outreach—anticipating consumers’ needs and, ideally, resolving issues before they even need to call us. In essence, it means tackling the “problem” before it arises.

In this landscape, customer service will shift from a reactive function to a strategic cornerstone of consumer relationships—one that builds trust, loyalty, and differentiation.

POTENTIAL THREATS

This new paradigm—and particularly the adoption of artificial intelligence—is, for many, viewed as a threat to the sector’s core values.

Perhaps the most conspicuous risk is job displacement. Automation of simple, repetitive tasks may diminish the need for certain roles in contact centres. That doesn’t necessarily mean human jobs will vanish, but rather evolve: agents will need to specialise in higher‑value roles where empathy, negotiation, and creativity remain irreplaceable.

Another concern is the potential dehumanisation of service. If technology is deployed indiscriminately, customers could feel trapped by endless automated menus and robotic replies. The key will be striking a balance: leveraging AI and self‑service for routine matters—but never sacrificing the human touch when situations demand it or customers explicitly request it.

Lastly, the question of return on investment (ROI) cannot be overlooked. Although automation reduces operational costs from the outset, the true benefits—more satisfied customers, reduced turnover, cross‑sales—emerge over the medium to long term as technology becomes embedded in operational processes.

Indeed, AI has the power to radically transform customer service as we know it—but the change need not be detrimental. It’s within our power to deploy this technology with responsibility and informed intent, ensuring that it has a positive impact.

SHALL WE TALK ABOUT ARTIFICIAL INTELLIGENCE AND THE FUTURE OF CONTACT CENTRES?

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