Staple yourself to an order. 1992.

Abstract

The executive who wants to delight customers-and thereby grow the top line-is apt to think big: Invent a breakthrough product; provide an extraordinary service. That's great work if you can get it, but the more humble jobof making sure customers aren't excessively annoyed by the company's management processes may be more urgent and more relevant to future growth. Every time an is handled, the customer is handled. Every time an sits unattended, the customer sits unattended. Yet, to most senior executives, the details of the management process are invisible. When managers take the time to track each step of the cycle, they come into contact with critical people like customer service representatives, production schedulers, processors, and shipping clerks. Managers who staple themselves to an order will not only move horizontally across their own organization, charting gaps and building information bridges, but will also see the company from the customer's perspective. There's no better way to alter that perspective, improve interdepartmental relations, and -over the long haul- improve financial performance.

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