Case Study

Company: “Company C”, a major construction materials firm based in Canada. Company C was in the process of implementing a financial shared services center to consolidate work previously performed within each business unit.

Challenge Faced: As part of their commitment to management by fact, managers of the new center conducted employee commitment and internal customer satisfaction surveys. The satisfaction data revealed different results in each of the business units, but there were some significant findings that were universal within the organization. In particular, Company C found that some service offerings were consistently rated poorly by customers, and certain aspects of service delivery were consistently identified as problematic. Before the employee commitment data was collected, managers of the new center were left to wonder about whether some or all of the values of the organization needed reinforcement, in some or all work groups, and how that reinforcement could improve customer satisfaction.

Their Approach: Company C conducted an employee commitment survey in the new service center. The survey data revealed that some values were less evident than others, and that there was variation between work groups. Furthermore, when analyzed in conjunction with the internal customer satisfaction results, there was a clear connection between lack of certain customer-oriented values and poor internal customer satisfaction.

The Outcome: Managers were able to identify which values should be reinforced. They were able to prioritize actions to reinforce desired values in areas with particular customer satisfaction issues, while focusing on process improvements in areas with different issues. For areas with high customer satisfaction , managers were able to identify pockets of poor alignment with values pertaining to efficiency and value for the customer, and then to reinforce those values without jeopardizing internal customer satisfaction.

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