Every new CEO faces the challenge of inherited problems left behind by their predecessor. It\u2019s just part of the job, but knowing this doesn\u2019t ease the frustration. One of the most common challenges facing new CEOs is managing the aftermath of a change programme that was implemented to remove cost from the business as its only focus.<\/p>\n
And although costs may have been reduced, customer experience and staff morale are likely to have been seriously impacted. You didn\u2019t cause these problems, but responsibility for fixing them lies firmly at your door. Plus there\u2019s the added pressure of knowing that you need to make a difference at speed and not just against costs but a balance of key metrics such as service, internal satisfaction and no doubt expenses.<\/p>\n
Where\u00a0change programmes<\/strong>\u00a0are implemented just to reduce costs, they\u00a0often leave operations understaffed and delivering poor performance<\/strong>, leading to poor customer service which in turn drives complaints up and customer satisfaction down. With rework volumes out of control, expenses spiralling or with your business plans demanding more capacity in the future your challenge is to rescue operations as quickly as possible, without increasing resources.<\/p>\n\t \u201cA good decision is based on knowledge and not on numbers.\u201d<\/p>\n