Driving Profitability with Employee Engagement

The services division was growing fast. There were more than 5,000 accounts coast to coast. And the number of employees hit the 11,000 mark with hundreds more coming on board every month.

Despite the obvious success, however, there were major challenges that threatened to undermine the future of the business. 

The organizational focus was clearly on selling new accounts, not achieving operational excellence. So when multi-year accounts came up for renewal, too many clients headed for the exits.

In addition, the Cost of Goods Sold was excessive due to staffing inefficiencies. And the satisfaction level of operational employees was the worst in the division, affecting everything from the efficiency and quality of client service to a high turnover rate.

That was the situation when I joined the business services division of a Fortune 500 company as the Vice President of Client Operations. It was my job to develop a high performance culture that would motivate thousands of employees nationwide to set a new standard for client satisfaction, operational excellence and profitable account management.

That’s the backstory on this innovation engineering case history…


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