Re‐engineering: using the customer as a unifying factor

Looks at how companies can go about creating a competitive culture using American Express as an example. Provides details of their programme, including their focus of attitudinal training and the role of leadership. American Express has chosen quality service to their customers as their unifying factor and this has worked well, as employees can easily put themselves into the customer’s shoes and, if the process is done correctly, take pride in a job well done. Looks at the firm’s intrastructure, in‐house training sessions, service tracking, reports, transaction‐based surveys, establishing of links, performance reviews, attitudinal training, employee involvement, and communications. Concludes by noting American Express confirm that people want to give their best and it is management’s job to encourage employees and then empower them so they can do so.