Client Stories

ROBERT EDMUND | CEO, EDMUND OPTICS

Our customer service center had reached a point where we needed to make some changes. One issue was that customers were being forwarded back and forth between departments. There were also organizational, cultural, and management issues extending beyond the service center. We weren't sure whether we needed to rehire, retrain, or reorganize...

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Liz Kislik client HearUSA

PAIGE BROUGH | SVP CORPORATE COMMUNICATIONS, HEARUSA

Our call center isn't just an extension of marketing. It bridges the gap between multiple departments. The best solutions come when everyone from marketing to IT works together. You can imagine how differently a marketing person and a highly technical IT executive think. I was charged with putting together the call center - upgrading systems, adding processes, increasing functionality. But cultural and structural issues were getting in the way...

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Liz Kislik client Highlights for Children

KENT JOHNSON | CEO, HIGHLIGHTS FOR CHILDREN

With the massive technology changes facing the publishing industry, our organization needed to evolve, restructure, and position ourselves for growth. We needed to develop products in ways we've never done before, at a pace we've never done before. Finally, two major parts of the organization, editorial and marketing, needed to develop a new relationship...

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BILL SCHUBART | CEO, RESOLUTION, INC.

Our company had evolved into three distinct operations: a contact center, manufacturing, and fulfillment. Internally, we couldn't seem to agree on what the company was. The CFO's natural approach was to do what was most profitable. The marketing director's approach was to do whatever the client wanted. And the operations person kept saying, 'We should focus on the art of the possible!' Each leader's opinion was driven by his own discipline.

When one of our biggest clients complained, I realized there was a cognitive dissonance between how good we thought we were and how good our clients were telling us we were...

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