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Emphasis on satisfying the company’s customers has become such a dominant theme that it has made its way into many management theories. The idea goes something like this “Those who support other departments in the company should treat those they service as-if they were customers.”
There is a flaw, however, in this noble concept, and that is the “as-if” part. It is a flaw because we are inclined to be more responsive when there are consequences. Actions that rely on attitude alone tend to be short–lived.
We tend to the customer knowing that he or she will go elsewhere if not satisfied with our products or services. If treating others in our company “as-if” they were customers makes sense, why not take the step of making them customers “in-fact.”
Let’s examine what defines a “customer”:
The actual situation inside operations is as follows:
Process and Service Accountability addresses each of these points:
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