Managing for Customer Satisfaction


If you are working in a business that is focused and dedicated to customer satisfaction you cannot manage it in the same way as an ordinary or traditional business – it just doesn’t work. Organizations have found this to their cost. Implementing policies without changing the organization first is self-defeating. The organization will defeat change as soundly as day follows night. However, if you change the organization and the way people are managed and led and you have developed the policies, ideas, procedures, standards and systems will evolve rapidly and effectively.

The first major change has to be  the ritual burning and demolition of the standard organization chart. Customers, suppliers and employees cannot be forced to work through traditional top down hierarchical management systems. Not only does it give people the wrong feeling, it actually just doesn’t work. It’s not that it ever worked particularly well anyway, it was just the thing that everyone used when they put together a large organization.

Today’s manager has to be much more of a communicator than a dictator. They also have to be much more of a facilitator than a policy determinator. People’s aspirations have changed, just as the customers have. They need to be treated in a way that encourages them, empowers them and enthuses them to deliver the best for their customers.

My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, and my Lectures.

Stumbling on Leadership


Using today’s methods of managing the technical development process, the most important decision top management makes on a new product is the selection of the group leader. The second most important decision is to stay out of the way and let the leader lead.

But who is a leader? Or, better, who will develop into a leader? The person has a non-authoritative position; that is, a leader has no line authority over such co-workers as peers, peers’ subordinates, temporary employees, vendors (subcontractors, suppliers), customers, and bosses. The leader leads in a milieu that can change from supportive to hostile overnight, with parameters that are almost completely unknown (e.g., competitive reactions), and with a new and even more inexperienced team of people.

Yet that person can overcome virtually every obstacle. That person alone can enthuse and motivate a group of people to do what seems impossible. Fortunately there is lots of this leadership around, managers with successful track records in this work and many managers who are as yet undiscovered. Unfortunately, it is almost impossible to pick out the undiscovered.

Compounding all of this is the conviction of some firms that a new products project actually needs two leaders, a creative, inspiring type for early on, and a tough disciplinarian for the later stages. Very rarely do we find people who can do both.

My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, and my Lectures.