Content By Tripp Babbitt

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By: Tripp Babbitt

He is nameless in the movie Polar Express and the closing credits only give him the name, “Hero Boy.” The adventures depicted in the movie follow the plight of a young boy who doesn’t believe in Santa Claus. Hero Boy cannot hear the bells of Santa’s sleigh because he doesn’t believe.

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By: Tripp Babbitt

Information technology is failing us. Service organizations the world over have been left to sift through the carnage of IT projects that have failed. Undeterred, they seem to quickly embrace the next IT project before the last is given a proper burial.

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By: Tripp Babbitt

Improvement in any organization is difficult enough, but if you don’t know about these counterintuitive truths, you stand to make things worse.

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By: Tripp Babbitt

Charlie Bucket and his adventures in a chocolate factory may be fantasy, but anyone watching realizes that the Oompa-Loompas provide most of the innovation and work at the factory. Yet in today’s service companies, the emphasis is less on the Oompa-Loompas and more on the Willy Wonkas.

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By: Tripp Babbitt

If a service company has been around long enough, there will be some story about how someone manipulated the system and embezzled money or committed some type of fraud. The story is often anecdotal, and the longer it has been since the actual criminal event, the bigger the tale becomes. A thousand dollars becomes a hundred thousand dollars, and as time passes, a million dollars.

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By: Tripp Babbitt

Caveat emptor or “let the buyer beware” is a long-used phrase familiar to consumers. Your ability to get good service is proportional to your knowledge. Certain industries have poor reputations that make customers wary, but they remain reliant on the vendor to be honest with them.

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By: Tripp Babbitt

My first job was in industrial distribution, and with distribution came learning to count inventory. An annual inventory tax was levied, so an accurate count was important. I was given a computer list of items to count.

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By: Tripp Babbitt

The real battle for quality doesn’t lie in processes; it lies in thinking. The recent rift in the state of Wisconsin and other places caused in part by increasing government costs leads one to ask: “Who is responsible? Is it management or labor?”

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By: Tripp Babbitt

The hordes of companies and governments moving to shared services are dizzying. So many have combined back offices, human resources (HR), information technology (IT), finance, and contact centers that most companies assume this is a good thing.

But where is the evidence?

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By: Tripp Babbitt

Missed opportunities for improvement represent a 20–60 percent chunk carved out of the bottom line. Scores of programs and projects that claim improvement but never materialize in the financials are a travesty. The Wall Street Journal reports that more than 60 percent of improvement efforts fail. But the biggest failure occurs in the minds of executives.