Some thing that I wrote to my bosses in response to their request for my input on changing the structure. Sensitive info are removed.
QUOTE
Thought about some things over the weekend. Maybe can kick start a change in concept or shift in paradigm about the job nature of our team.
It started by thinking why ops is being measured for its service levels to the front. So we have surveys to measure their satisfaction to our service levels. So the sales team (ST) becomes our clients and we, as ops, provide a service to the ST.
Question: Is ops the only other department being measured for its service levels? What are about other departments that are "providing" some sort of assistance or work to ST? I mean are Legal/compliance or Credit or network or HR being measured for its service levels to the ST? Is there a sruvey for these departments?
Question: If indeed there is a survey for these other departments (say Legal or Credit), why is it in deference to the ST? By "in deference" to the ST, it puts other departments (who are measured for its service levels, including ops) below the ST's ranks and in an unequal (I dare say, lower) plane.
The point is not to request that other departments (Legal or Credit) to become service providers.
The point is for ops to become on par with Legal or Credit, as BUSINESS PARTNERS to the ST.
I would prefer for ops to be empowered to become BUSINESS PARTNERS with the ST, not service providers.
This can potentially be a major shift in paradigm for all.
The downside of internal client servicing is in the "innate" makeup of the concept of "customer service" where customer is always important, and so the service provider must always work to keep the customer happy. When "customer service" is applied internally within a business, the relationship between internal clients and service providers is susceptible to becoming abusive (as we all can see).
But there is hope. We as ops can become business partners, working side-by-side, on a level playing field, to serve the bank and one client (ie. The bank's clients). In this way, ops will cease to be in lower ranks to the ST, and become empowered. But what I just described, is a utopian world, a fantasy…
Just like Legal or Credit, have they ever be perceived as being in lower ranks? In my opinion, no.
So why is ops perceived as being in lower ranks?
Having said that, I know full well that sometimes, ops people tend to perceive themselves as being lower in ranks to the ST. As a man thinks in his heart, so he is. So the challenge at the ops' end is really to change ops people's mindsets about themselves.
And the challenge to the ST, is to stop perceiving ops as lower ranking personel and start treating ops as equal business partners.
UNQUOTE
I want to change things. I want to be a change agent.
but but... got to remind myself not to expect much changes... dont be illusioned, so won't be disillusioned.
I have great bosses and team mates. That's all I need at work.