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Featured Insights

By Propulo Consulting

For years, organizations have pursued process improvement to proactively identify opportunities for cost reduction, quality enhancement, elevated productivity, and to achieve new standards. The industry of process improvement has exploded in size and scope, and has brought with it scores of buzzwords, methodologies, certifications, and associated requirements. Here are four myths that have hitched along for the ride…and one truth that hasn’t, but should have. MYTH #1: Process Improvement is Slow. I get it. It’s an advantage for the process improvement practitioner to say that it’ll take a long time to see the improvement, that it’ll take a long time to implement

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By Eric Johnson Data is only useful when it is used to change behaviors, processes and/or activities. Data can make or break an organization and often many executives ignore it at their peril. When done incorrectly, a data strategy can be used to misrepresent actual performance, serve as tools in political fights, and reduce the focus to meeting simple numbers instead of strategic initiatives. However when viewed holistically, data can be an immensely productive part of an organization and can even establish a strategic advantage over other market players. But to capture these benefits, the organization must instill the mindset of using

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By Eric Johnson In the pursuit of an ever-elusive profit margin, organizational complexity tends to increase relative to the outputs of the business. Customers are demanding increased features of products and services yet competition places downward pressure on pricing. At this point, operational processes become a strategic advantage: how can you deliver your products and services at the level your customers want but at the ease and cost structure your company needs? If this describes your situation, you are not alone. At Propulo, we interact with organizations every day that are looking to capture the value that is derived from reduction in

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By Allison M. Ellis, Eric Michrowski & Dr. Autumn D. Krauss In the service industry, employees on the frontline are critical for driving the business, through having meaningful interactions with customers and clients and serving as ambassadors of the entire organization. Prioritizing the customer or client experience, or in other words taking an outside-in perspective, requires a focus on both creating systems and processes that efficiently and effectively serve the customer, as well as identifying the human factors that drive the highest quality customer experiences. Many are familiar with the adage, “the happy worker is a productive worker”, but have you heard

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By Eric Johnson The customer care agent is the lifeline between the organization and people it serves, and should be viewed as such Customer care is the first line of customer interaction with many organizations and not surprisingly is the source of many customer complaints regarding service or other aspects of an organization's business model. Ironically, within many customer-facing organizations, customer care is considered the least “valuable” regarding position, salary, expectations, and a host of other metrics both internal and external. Based on our experience, this approach should be updated to reflect the growing level of information consumers have and the swiftness at

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By Sarah Moore Business leaders are scratching their heads wondering, 'how do we avoid the type of hot water Wells Fargo is currently dealing with?' We recommend starting here… The first step Tim Sloan should take to clean up Wells Fargo’s culture. By now, we all know the vast unethical practices Wells Fargo sales agents used to pad their bonus checks. Many thousands of employees opened millions of accounts in their customers’ names, but without their awareness or consent. If you are like me, after you picked your jaw up off the floor when the story broke, you may have wondered 'How the heck

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