November
2003
Some managers inspire excellence. Some inspire loyalty. But a very few, such as Diane Marinacci at the federal General Services Administration, inspire people to the highest quality of work, the sincerest forms of loyalty, and passionate engagement. Find out what makes Marinacci so special, and successful.
They’re enormously expensive. They’re time-consuming to implement. And they don’t seem to improve customer relationships. Yet marketers continue to hold out hope that CRM programs will pay off in the end. Perhaps it’s time for a new approach.
“Putting Customers First.” “We’re Customer Centric.” “Becoming a Customer-Focused Organization.” Initiatives like these are well-intentioned, but only a handful ever succeed -- because too many companies are structured in ways that keep them from achieving world-class levels of customer engagement.
Great managers don’t assume that experience and past performance will enable employees to thrive in a highly competitive, global marketplace. Instead, they position employees based on their talent.