you can throw as many questions as you want to as many people as you want - the problem WE have is that the message going back gets lost - the front line says 'send re-enforcements we are going to advance' and the message gets back to HQ as 'send four and six pence we are going to a dance' -- should any one read this note and not understand please let me know -- We must also understand our customers and our market places and stop thinking that all customers are the same -- one size fits all --
I don't understand your comment. Are you saying there is a language translation problem with information going back to Korea, a cross-cultural problem, or what?
I believe the message is clear. "WE" the front line personnel deal with the issues everyday. We encounter issues (the same issues time and time again) and try to get support. The Support we get rarely is sufficient to address the issue. The management we report to do not understand the issue we deal with. Nor do they want to. The core issue is listening. The words are spoke but they are not heard. We keep hearing from top management that the customer comes first. I/we agree with that. What middle management puts first is KPI, and this is where the problem lies. I wish we could have open communication between front line personnel to the CEO. This is where hard facts and issues would be identified for addressing the customers concerns and expectations. Supervisors and A. Managers would be the best starting point. They set between upper management and the front line personnel. They see it all. I enjoy listening to our CEO. His words are good. I'd just like to see them followed.
Are you saying that the Korean middle management doesn't deal with real problems for the customers and fix them? They only want KPIs and charts and graphs and reports that don't fix the problems?
4 comments:
you can throw as many questions as you want to as many people as you want - the problem WE have is that the message going back gets lost - the front line says 'send re-enforcements we are going to advance' and the message gets back to HQ as 'send four and six pence we are going to a dance' -- should any one read this note and not understand please let me know -- We must also understand our customers and our market places and stop thinking that all customers are the same -- one size fits all --
I don't understand your comment. Are you saying there is a language translation problem with information going back to Korea, a cross-cultural problem, or what?
I believe the message is clear. "WE" the front line personnel deal with the issues everyday. We encounter issues (the same issues time and time again) and try to get support. The Support we get rarely is sufficient to address the issue. The management we report to do not understand the issue we deal with. Nor do they want to. The core issue is listening. The words are spoke but they are not heard. We keep hearing from top management that the customer comes first. I/we agree with that. What middle management puts first is KPI, and this is where the problem lies. I wish we could have open communication between front line personnel to the CEO. This is where hard facts and issues would be identified for addressing the customers concerns and expectations. Supervisors and A. Managers would be the best starting point. They set between upper management and the front line personnel. They see it all. I enjoy listening to our CEO. His words are good. I'd just like to see them followed.
Are you saying that the Korean middle management doesn't deal with real problems for the customers and fix them? They only want KPIs and charts and graphs and reports that don't fix the problems?
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