“We should be more focussed on our customer’s needs” or “we want to become a customer-centric company”. At first sight, these two sentences seem quite similar, but if you read them again you’ll notice a huge difference. In fact what’s implied – i.e. not written – defines two different visions and goals. So I open the

While 90% of conversations about Digital Customer Service buzz over AI, managers have one key priority: maintaining clarity. More precisely, making sure that goals and actions are aligned and coherent one another. In fact it doesn’t surprise me that the majority of managers I have conversations with, say that part of their job is ‘finding

Supposition, hypothesis and guess are synonyms of what may happen within a company. Picture this and let me know how it resonates: teams ‘A’ and ‘B’ have been assigned different tasks. Upon carrying out them, these teams will have to work together in a project. Suddenly – often too late – they realize a lack

“Since it’s the last session of this intensive up-skilling journey, I want you to know that I did appreciate your commitment from the very first workshop and I’m proud of the results that you have achieved…” That’s what I said last Wednesday kicking off the last leg of my Customer Culture Academy, after working with

In the 70’s Bruce Springsteen used to sing ‘it’s hard to be a saint in the city‘. Today some managers struggle to maintain focus and clarity, due too a plethora of goals and projects. Which sometimes are apparently not linked one another, nor 100% coherent. That’s why even seasoned customer service managers put more effort