Four Rules for Engineering a Service Transformation
Improving service quality in a large organization can be difficult – and it can take a long time. But we have experimented with many approaches for the past 20 years, and we have discovered a small number of key principles that dramatically improve your chances of success in building a strong service culture – and improving service quality – fast!
These four principles are counter-intuitive. They go against the prevailing common sense about how to improve your service. We call these “Four Rules for Engineering a Service Transformation“.
Rule #1: Don’t start with customer-facing employees. Instead, involve everyone, with a special focus on internal service providers.
Rule #2: Don’t start by training people on specific service skills, scripts and procedures. Instead, educate them first to a better understanding of what service excellence really means.
Rule #3: Don’t pilot the change. Instead, go big and go fast to build momentum for the new culture.
Rule #4: Don’t focus on traditional KPIs during the service revolution such as satisfaction, complaints, process measures, and sales. Instead, focus on leading “transformation indicators” to generate value-adding ideas and new service actions.
In virtually every case, when leaders and service teams have applied these Rules, their organizations have enjoyed dramatic, measurable, and sustained improvements in service culture – and in the quality of the internal and external service they deliver.
I agree with these four rules. Specifically the first one, really make sense since before you can improve front office you need whole organization to have a good culture.
Creating culture is like nurturing a child. Like a child, an organization requires nourishment by right attitudes, care by empathetic stakeholders and encouragement when things go wrong.
This post has hit the nail on head. It unarguably cites some of the best action plans an organization can employ. This post appears short however demands a lot in the correct way.