{"id":6769,"date":"2025-09-25T19:40:26","date_gmt":"2025-09-25T12:40:26","guid":{"rendered":"https:\/\/www.eurogroupconsulting.com\/?p=6769"},"modified":"2025-12-24T15:58:26","modified_gmt":"2025-12-24T14:58:26","slug":"empowering-customer-facing-teams-a-really-good-idea","status":"publish","type":"post","link":"https:\/\/www.eurogroupconsulting.com\/en\/publications\/article\/donner-de-lautonomie-aux-equipes-en-contact-client-une-vraie-bonne-idee","title":{"rendered":"Empowering customer-facing teams: a good idea?"},"content":{"rendered":"
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Donate\u00a0<\/span>the power\u00a0<\/span>:<\/span><\/span>\u00a0obsession\u00a0<\/span>management\u00a0<\/span>services<\/span><\/span>\u00a0<\/span><\/strong><\/h3><\/div><\/div>

One of the best practices to emerge from the search for the principles of good service management,\u00a0<\/span>crystallizes into a\u00a0<\/span>word :<\/span>\u00a0<\/span>empowerment<\/span><\/span><\/em>. In French, donner du pouvoir. \u00c0\u00a0<\/span>Who?<\/span>\u00a0Aux a<\/span>cteurs au contact du client, ceux qui se trouvent en bas de l'organigramme et sont dot\u00e9s de peu de pouvoir hi\u00e9rarchique.<\/span><\/span>\u00a0<\/span><\/p><\/div><\/div>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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In those - frequent - cases where organizational processes need to be reconciled with customer expectations and capabilities, extending decision-making autonomy down to the lowest level of the organization means avoiding the refrain: \u201cput me through to your manager!\u201d It's at those moments when the success of a service is at stake - what Jan Carlzon called the \u201cmoments of truth\u201d - that a manager is likely to feel the need to hand over the keys to the organization to his or her staff.<\/span>\u00a0<\/span><\/p>\n

The former CEO of Scandinavian Airlines System (SAS) drew the consequences of this by calling for a fundamental reversal of power relationships in the service organization: \u201cIf you're not serving the customer, your job is to be serving someone who is.\u201d It's the responsibility (duty!) of front-line staff to satisfy the customer, and the responsibility (duty!) of management to serve employees in such a way that they can ensure customer satisfaction.<\/span>\u00a0<\/span><\/p>\n

L'empowermen<\/em>t, it's a guarantee of being more customer-oriented, more responsive and more flexible, and it's exciting and rewarding for our employees... a no-brainer?<\/span><\/p>\n<\/div>\n<\/div>\n

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Towards total autonomy?<\/strong><\/span><\/span><\/h3>\n
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\u00a0<\/p>\n<\/div>\n<\/div>\n

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In fact, developments in the service economy point in this direction. The development of the collaborative economy is giving everyone the opportunity to offer their services and make the most of their resources (their car, their DIY skills, etc.). The groundswell that is the uberization of society is the most obvious symptom of this. If Uber's recruitment campaigns aimed at potential drivers are anything to go by, the promise of autonomy associated with entrepreneurship is clear and seductive: \u00abbe your own boss\u201d!<\/span>\u00a0<\/span><\/p>\n

This advent of an era of autonomy is not, however, without friction! There's another side to the protest, and it's that of repeated lawsuits, based precisely on workers' contestation of the autonomy they were promised (and the demand for recognition of their subordination), as they must follow the algorithm's instructions to the letter. Autonomy, then, is sometimes only a fa\u00e7ade - or at least partial!<\/span>\u00a0<\/span><\/p>\n<\/div>\n<\/div>\n

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The limits of autonomy and the need for control should come as no surprise. Even less so in mass services, where they constitute a fundamental tension - well highlighted by Marek Korczysnski through his concept of customer-oriented bureaucracy. According to this English sociologist, this is an organization that tries to adapt to the diversity of its customers while maintaining standard processes. The McDonald's catchphrase \u201cwe want to treat each customer as an individual in sixty seconds or less\u201d is a clear illustration of the structural tension between flexibility and standardization. However, this tension does not prevent us from raising the question of employee empowerment and decision-making latitude, and understanding the conditions under which this can be successfully achieved.<\/span>\u00a0<\/span><\/p>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n

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The real conditions for a\u00a0empowerment<\/i> successful<\/strong><\/h3>\n
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\u00a0<\/p>\n<\/div>\n<\/div>\n

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So how do you make the<\/span>\u2018empowerment\u00a0<\/span>relationship players\u00a0<\/span>from\u00a0<\/span>service?<\/span>\u00a0How to<\/span>\u00a0ensure that autonomy and control are well balanced, to avoid\u00a0<\/span>bad\u00a0<\/span>surprises\u00a0<\/span>?<\/span>\u00a0One thing is certain: the\u2019<\/span>autonomy\u00a0<\/span>can't be decreed.<\/span>\u00a0And we know<\/span>\u00a0well<\/span>\u00a0that\u00a0<\/span>many\u00a0<\/span>professionals who link us<\/span>smell\u00a0<\/span>have, at my<\/span>ns once\u00a0<\/span>in their professional lives, try<\/span>\u00e9<\/span>\u00a0to give power to their teams, without any follow-up.<\/span>es\u00a0<\/span>effect<\/span>s or<\/span>\u00a0results<\/span>\u00a0expected<\/span>.<\/span>\u00a0Based on our knowledge of the literature and\u00a0<\/span>our feedback from the field,<\/span>\u00a0we see three main conditions to be met.<\/span><\/span>\u00a0<\/span><\/p>\n<\/div>\n<\/div>\n

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First<\/span>, we need to ensure a common framework of meaning<\/span>\u00a0<\/span><\/strong>at organizational level<\/span>.\u00a0<\/span>In other words, we need to ensure that within the organization,\u00a0<\/span><\/span>a culture\u00a0<\/span>service-oriented\u00a0<\/span>customer is shared<\/span><\/span><\/strong>. This\u00a0<\/span>culture\u00a0<\/span>signals to employees the importance of satisfying the customer, and therefore gives them<\/span>r<\/span>\u00a0the confidence to<\/span>\u00a0spend more time than usual (or standard) with a customer with a specific need,\u00a0<\/span>or to decide\u00a0<\/span>d\u2019<\/span>ignore a rule (e.g.<\/span>emple\u00a0<\/span>a known customer who is not asked to present his card again).<\/span><\/span><\/p>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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The common framework of meaning can also be translated into what service management specialists call a \u201cservice climate\u201d,<\/h4>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
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in other words\u00a0<\/span>employees' perception that everything in the organization is geared towards service (rules and standards, but also HR policies and space planning)<\/span>\u00a0!)<\/span>.<\/span>\u00a0<\/span><\/span>\u00a0<\/span><\/p>\n<\/div>\n<\/div>\n

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The second principle is to ensure that the<\/span>s actors are equipped for their autonomy<\/span><\/span><\/strong>.\u00a0<\/span>Here, we think in terms of the workstation, by\u00a0<\/span>critically examining\u00a0<\/span>the\u00a0<\/span>work\u00a0<\/span>quotidie<\/span>n<\/span>.<\/span>\u00a0It is not uncommon for management to decide to<\/span>he empowerment of\u00a0<\/span>actors<\/span>\u00a0field\u00a0<\/span>(perhaps in all sincerity)<\/span>, but without having checked the actual conditions under which the missions and tasks entrusted to them were carried out. The resources in question<\/span>\u00a0can be a tool (a customer file giving the information needed to make a decision\u00a0<\/span>relevant), u<\/span>formal decision-making latitude (the software enables<\/span>so effectively from<\/span>\u00a0the reimbursement ceiling), time (the\u00a0<\/span>staffing<\/span>\u00a0being sufficient to take the time with a customer without\u00a0<\/span>generate\u00a0<\/span>a long queue<\/span>), or skills development - such as Starbucks\u201c creation of a \u201dcoffee master\" training program.\u201d\u00a0<\/span>p<\/span>or the<\/span>'<\/span>expert<\/span>ise of se<\/span>s\u00a0<\/span>employees to<\/span>\u00a0make decisions\u00a0<\/span>as for\u00a0<\/span>beverage customization<\/span>.<\/span>\u00a0Technological developments past and present\u00a0<\/span>have opened up new possibilities for\u00a0<\/span>enrich equipment<\/span>\u00a0agents<\/span>\u00a0CRM-type business applications offering resources (e.g. standard answers),\u00a0<\/span>or, more recently, conversational AI agents that debrief agents on the interaction they have just completed and anticipate the next steps.<\/span>\u00a0These examples illustrate the point,\u00a0<\/span>defined business rules<\/span>es<\/span>\u00a0for projects<\/span>s<\/span>\u00a0deployment of CRM, marketing and sales tools can all be\u00a0<\/span>as\u00a0<\/span>support and\u00a0<\/span>reveal\u00a0<\/span>orientation\u00a0<\/span>the employee's customer than to weaken him<\/span>\u00a0irretrievably<\/span>.<\/span><\/span><\/p>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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So the question for decision-makers is not just whether or not the organization has a tool, but whether or not that tool and the associated processes support autonomy and service excellence ... or not. .<\/h4>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
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Finally, the<\/span>he last principle is played out at the individual level<\/span><\/span><\/strong>.<\/span>\u00a0<\/strong>For the same<\/span>\u00a0position closest to the customer, in fact, there is a variability of people<\/span>\u00a0who occupy these positions. Each\u00a0<\/span>employee has his or her own personality and is part of a singular trajectory, conditioning a relationship with t<\/span>work that more or less favors the desire for autonomy<\/span>,<\/span>\u00a0the ability to assume the consequences of one's own responsibility,\u00a0<\/span>a commitment to customer satisfaction and trust\u00a0<\/span>in their own abilities. As actors can sometimes say in their own words, a service relationship is \u201cvery personal\u201d.\u00a0<\/span>Some employees will be comfortable with the idea of deciding how to proceed, while keeping in mind the ultimate ambition of satisfying the customer's needs.<\/span>ient, and others who will need to cling to a customer rule or policy to know how to react.\u00a0<\/span>Ensuring that each person is in phase with the process of\u2019<\/span>empowerment<\/span><\/em>, it passes\u00a0<\/span>so\u00a0<\/span>through HR and managerial support<\/span>\u00a0\u2013\u00a0<\/span>over a long period of time<\/span>, personal development<\/span>. It also means\u00a0<\/span>interactions with peers, which\u00a0<\/span>to every employee\u00a0<\/span>from\u00a0<\/span>find and adopt a work practice that suits them best<\/span>.<\/span>\u00a0These individual developments<\/span>, supported by management and workgroups,<\/span>\u00a0support the development of a service culture.<\/span><\/span>\u00a0<\/span><\/p>\n<\/div>\n<\/div>\n

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This article is part of a series of publications devoted to service culture,\u00a0<\/span><\/span>Arnaud\u00a0<\/span>Allesant<\/span>\u00a0(Associate Director at\u00a0<\/span>Eurogroup<\/span>\u00a0Consulting) and Jean-Baptiste\u00a0<\/span>Suquet<\/span>\u00a0(Teacher-researcher at NEOMA Business\u00a0<\/span>School<\/span>) share their perspectives to explore concrete ways of developing a genuine service culture within organizations, whether public or private.<\/span><\/span><\/p>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>","protected":false},"excerpt":{"rendered":"

One of the best practices to emerge from the search for the principles of good service management crystallizes in a single word: empowerment. In French, donner du pouvoir. But to whom?<\/p>","protected":false},"author":1,"featured_media":6770,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"footnotes":""},"categories":[32],"tags":[],"class_list":["post-6769","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-article"],"acf":[],"yoast_head":"\nDonner de l\u2019autonomie aux \u00e9quipes en contact client\u202f : une vraie bonne id\u00e9e ?<\/title>\n<meta name=\"description\" content=\"Autonomie des \u00e9quipes en contact client : d\u00e9couvrez les conditions, limites et leviers d\u2019un empowerment r\u00e9ussi pour am\u00e9liorer la relation de service.\" \/>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/www.eurogroupconsulting.com\/en\/publications\/article\/empowering-customer-facing-teams-a-really-good-idea\" 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