Uncoordinated Efforts

This organisation has a staff of dedicated, driven individuals. The effort of individuals is not driven by a common set of goals, nor is on-the-job success systematically defined.

A new Managing Director has joined with a clear vision, but has been bombarded with conflicting messages of success. The Managing Director quickly understood that there was a serious problem.

However, most of the management team and staff felt very strongly that they were doing a great job, and had lots of anecdotal customer evidence to support their views. Further, staff were convinced it was others, rather than themselves, who had to change in order to improve.

The customer centricity profile was used to show how disjointed the organisation was, while highlighting the commendable efforts of some individuals. It proved to sceptics on the management team that the organisation did not have the capability to serve its customers in a consistently positive way.

The profile helped the new Managing Director to push forward towards his vision, with the support and commitment of the current management team.