ISO noise produces isomorphism
Here it is often the case that the customer expectations are not the benchmark for the services of a company but the functioning according to ISO.
It is, it seems, many a manager's healthy understanding of humanity. And worse, ISO produces isomorphism. This means that everything is more and more the same. But only the special, fascinating, remarkable has a future.
The greatest idiot
"You can come up with the greatest nonsense," writes service expert Vinzenz Baldus indignantly, "for example, life jackets made of concrete. In this case, the only thing that matters is that, as with all sensible products and processes, you document your guidelines and the implementation steps precisely, market the steps for how you manufacture this special service, and have it serviced by a special customer service. U
nd then representatives from TÜV or DEKRA will come to you, shut down operations for four weeks - and if the specified concrete density is verifiable, you will receive your certificate ... You can really come up with the biggest nonsense - the main thing is to make it regular and verifiable - then you will also receive your post-certification. ”
Rigid standards transform employees into marionettes
Of course, securing a base quality is right and in some cases even vital. However, anyone who creates another rule every time a problem arises and invents a form for each process is obsessed with the process and breeds mental cripples. He makes his organization slow and stupid.
And if a rule is not deleted at the same time as a new rule is merged, the workload increases every time. In the end, the straitjacket of rigid norms transforms the employees into puppets, who willingly bow to even the stupidest instructions and force their industrialized service processes onto customers (“This is our requirement!”). They talk to you like pull-up dolls on the phone or at the counter in the fast food restaurant.
On the meeting agenda: Kill a stupid rule!
The responsibility to make customers happy can no longer be shifted to thick tome. It must be with the customer-oriented employees. The first step? “Untangle” you! Put the following agenda item firmly into your meeting agenda: Kill a stupid rule! Or in German: What stupid rules and what administrative nonsense can we separate from this week? There are two key questions to be asked:
What does that want? Company? This results in the basic standards and the “non-negotiable” norms, which act as guidelines. Because employees and customers need absolute clarity about what is possible - and what cannot be tolerated. This marks the zero line of customer satisfaction.
What does the customer want?
What does the customer want? This creates opportunities for customers, who can be exhausted by the employees in situ. Of course, it also needs a few game rules and boundary lines, but the playing field itself should be as large as possible. It is only above the zero line of customer satisfaction, that is, where flexibility, individualization and improvisational talents show, enthusiasm is apt.
What can be done above the zero line? Ask the customers! Ask, above all, the employees close to the customer! They are the closest and have the most brilliant ideas, if one could only make them more often times.
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German edition: ISBN 9783965961548
English version: ISBN 9783965961555 (Translation notice)
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