Experiencing World Class Service Excellence
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Leonard’s and the other visits
The impetus for change was driven solely by the vision of the CEO – there were no external drivers – arguably the company was ahead of the curve.
It emerged in conversation that the heads of the business silos had acted as brakes on the proposed process re-focusing.
The pace of the change programme was accelerated with the arrival of a UK Thames Water executive some eighteen months ago
The orthodox view would be that processes should be re-designed before IT is applied although it could be argued that the approach was contextually appropriate
The absence of any customer input into the re-design suggests that a supplier mentality still prevails and therefore potentially a serious line of sight misalignment.
Because of the way rate increases were signed off, provided the regulator agree, the customers would of course effectively be paying for
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