Driving Operational Excellence at a Large Retailer

The client is a large, nationally recognized company with over 600 locations nationwide. The organization has had an on-going customer satisfaction measurement program in place for many years. The program has become a culturally ingrained tool used by managers at all levels to gauge operational performance and guide the focus of continuous improvement efforts.

To emphasize the importance of operational improvement, senior leadership tied customer satisfaction metrics to managers’ bonus plans. Whenever compensation is linked to the results of a survey measurement program, there is a heightened risk that a manager might attempt to unfairly influence the results of an operation’s scores for their own personal gain... (more)