I silently commiserated. She sounded so sad. I would have been too, in managing an employee that Woolworths refused to fire, despite no role-required skillset.

Because, believing ‘women should not be managers’ and that your ‘DHS-employed son is going to get unmarried Australian mothers on benefits’ rorting system is one thing.

It’s another entirely to ‘pointedly’ share the hate with colleagues and customers. Problem number 1.

However, let’s ignore the ‘ignorant’ and instead, outline some basic problems for Australia’s second largest company with $59 billion revenue, 2016.

Problem number 2: English language

When a customer complains to head office, and is advised their ‘inquiry’ is being processed; the worry for said national grocery conglomerate who sees 29 million weekly customers, is point of difference between an ‘enquiry’ and a complaint.

At this point, all the customer can do is hope that business holds an ‘inquiry’ about the complaint.

Problem number 3: Roles and responsibilities

A business that expects customers to ‘stay in touch’ regarding their debacle – has simply lost the plot.

A customer is never responsible to follow-up a business risk, as crazily, it is not-on-them to manage the business risk.

This is especially true, if the customer is a journalist who has advised business that they are ‘working up copy for publication and need a quote from an authority figure’.

Problem number 4: Resource allocation

Welcome to 2017. Customers only get traction from business with poor practice, by using public over private channels – therefore, dollars towards dedicated Customer Complaints Centre are wasted.

Again – this is especially true, if the complaints centre does not ‘manage customers with complaints’.

Problem number 5: Business process improvement

Since 1924, Woolworths Limited employs 205,000 employees in 3000 stores; for efficacy over 92 years, business must refine process.

At risk of sounding like shit vinyl – again, true of a multinational company that operates with centralised and decentralised function. Woolworths Limited head office develops strategy, and stores implement and operate; in Australia anyway.

Business areas that do not regularly intercommunicate, fail business practices 101; eg. end-to-end customer complaint management.

Problem number 6: Business tools

In conjunction with a publically published Risk Management Policy, a General Manager Risk & Assurance is well-served by implementing a supporting business tool: AKA, a risk register.

Why? Please refer to problem 3, paragraph 3 regarding investigative journalism.

Where to, folks?

The purpose of communication is not to ‘inspire’ change desire in Woolworths. That would be fruitless; again, as evidenced.

Their response will relate to a common denominator for all blind capitalist ventures – fiscal failure of $1.25 billion last year.

In fact, we’re talking because I worry my compatriots are accepting poor service at a high cost. Something I flat out refuse.

As usual, I assign my personal and professional value. And if business does not make the cut and I don’t enforce the boundaries – then I have no business complaining.

So, rest assured, I’ll be back through old matie’s checkout – like yesterday, when I found him dressing-down a gorgeous old Greek mumma from Melbourne about a purchase request.

I bet that resolution ‘request’ for $5000 womens refuge donation looks pretty sweet right about now, hey Woolies.

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