High Value Intervention
One of our clients is mid-way through a long term contract to provide IT service support. Whilst much effort was invested in setting up the Partnering arrangement subsequent personnel changes combined with competing priorities at senior levels in both Partnering organisations had taken their toll. Operational overheads had steadily increased at the same time that customer satisfaction had fallen.
In the absence of focused leadership a ‘blame’ culture established itself within the Partnering team with members being more concerned about protecting their own positions than pleasing the customer. The increasing impact on the bottom line made it a key priority for leaders to resolve the situation.
4e were asked to establish why the ‘blame’ culture had emerged, to assess the appetite for change amongst the Partnering team and enable the team to resolve the situation whilst creating fresh impetus and commitment to the Partnering relationship. The value, (and risk), to both organisations was significant but by using 4e as a neutral ‘broker’ to work through the Partnering issues and acknowledge fault on all sides there was a greater chance of a new, more effective relationship emerging.
