Bringing the Focus Alive
A Practical Action Plan
There are risks and costs to a program of action. But they are far less than
the long-range risks and costs of comfortable inaction.
J F Kennedy, 12 May 1961
The managing director of a major division of a large UK financial services business was absolutely convinced that his business, and its various divisions, needed to become far more customer focused. So convinced was he that he convened a project team, led by the head of IT, and briefed them to find, hire and manage a reputable firm of consultants to make it all happen.
The consulting brief was written and several firms were requested to tender for the work. However, the need was urgent, so the deadline for the submission of proposals was only one week. The project was new, the team members were very busy and the potential scope of the assistance required was vast and diverse. It was therefore difficult for the tendering organizations really to understand the scope and nature of the work, and exactly what it was the organization wanted to achieve.
The various consulting firms adopted a range of different approaches. Some argued that the company must decide its customer-management strategy before implementing any new