Customer Focus is a Key Holistic Organizational Effectiveness Driver

The Holistic Organizational Effectiveness Survey includes eight questions that directly assess various aspects of the organization’s focus on and support for customers. Many of the other questions indirectly assess issues impacting customers.

These are the eight questions that specifically focus on customers. The rating scale is 1-5 where “5 = Effective” and “1 = Ineffective”.  We consider overall ratings (average rating for all survey participants) of 4.50 and higher to be good ratings and ratings of 4.75 and higher are excellent. All eight of the “customer focus” questions are significantly lower than 4.50 with most being very significantly below 4.50.

  • 4.26 – Fostering a culture of ethical behavior with employees, customers, suppliers and communities
  • 4.20 – Making employee and customer safety a top priority always
  • 4.01 – Demonstrating a passion for and meeting or exceeding expectations of customers
  • 3.77 – Focusing the organization on identifying, meeting or exceeding customer expectations
  • 3.66 – Providing timely, knowledgeable technology support to facilitate productivity and customer support
  • 3.60 – Strengthening processes, quality and customer service for customer satisfaction, acquisition, retention and profit
  • 3.29 – Aligning strategies, people, structures, systems and processes to meet work and customer demands
  • 3.17 – Implementing employee and customer friendly business processes to enable efficient/effective transactions

The highest rated customer focus question assesses the organization’s effectiveness in fostering a culture of ethical behavior with employees, customers, suppliers and the community. While this is the highest rated customer focus question, it clearly is a low rating in the context of the need for organizations to be “highly ethical” from a legal, reputational, organizational sustainability/survivability, customer and employee morale and other key drivers of organizational effectiveness and performance.

An overall rating of 4.20 for “making employee and customer safety a top priority always” is in reality a very low overall rating. Any rating less than 4.75 – 5.0 should be considered unacceptable. While it is not possible to guaranty 100% safety for customers and employees in all situations, any organizational that does not make employee and customer safety a top priority always sooner or later will likely experience significant injury and possibly death of employees and customers.

Failure of local, state and federal governments to properly inspect and fix deficiencies in the nation’s roads, bridges and other infrastructure has resulted in bridge collapses and other tragic incidents and related deaths. The 2007 I-35 Mississippi River Bridge collapse in Minneapolis is just one example. Carnival Cruise Line’s tragic 2011 Costa Concordia disaster, the 2010 Horizon Deepwater Gulf Oil tragedy caused by inadequate focus on safety by BP and Transocean, and Massey Energy’s Upper Big Branch mine disaster in 2010 are some of the more high-profile examples. Unfortunately there have been and will continue to be countless other unnecessary tragedies due to “making employee and customer safety a top priority always”.

The other customer focus questions should also be of major concern for most business, governmental and other types of organizations.  The overall averages are ow, indicating that most organizations are not addressing these issues well and that the outcomes are impacting performance. Aligning strategies, people, structures, systems and processes to meet work and customer demands, at 3.29 and implementing employee and customer friendly business processes to enable efficient/effective transactions, at 3.17 are particularly low overall ratings.

Conducting holistic organization effectiveness surveys, employee surveys / employee engagement surveys and customer satisfaction surveys and then acting on the results enables organizations to significantly strengthen their customer focus and outcome effectiveness.

About Howard Deutsch

Howard Deutsch is the CEO of Quantisoft, a New Jersey based full-service survey company conducting employee, organizational effectiveness, leadership feedback, customer satisfaction, IT customer satisfaction, enterprise risk and other types of customized surveys since 1999. Howard has extensive senior line management, internal and external consulting experience in many industries. He has a B.S. in Industrial Engineering from Rensselaer Polytechnic Institute and an MBA in Finance from St. John's University. He was an adjunct faculty member for several years at the Seton Hall University School of Business.
This entry was posted in Culture, Customer Satisfaction and Focus, Enterprise Risk Management (ERM), Holistic Organizational Effectiveness, Organizational Structures, Systems & Processes, Strategy, Technology, Business Processes & Suppliers and tagged , , , . Bookmark the permalink.

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