A reflection of incompetence
The Editor, Sir:
Your editorial of Saturday, October 9 'Protecting Brand Jamaica' reinforces a persistent theme of the disconnection of management from the delivery of service. The dissatisfaction expressed by customers of the National Water Commission and the Jamaica Public Service, the allegations of the existence of graft in the public sector all beg for proactive and innovative management strategies.
While the Bank of Nova Scotia ought to be applauded for its prompt response to a recent customer complaint, and its assumed equally punctual realignment within the organisation, the incident reflected an admitted failure. Complaints of the poor delivery of services by the Registrar General's Department induced a response in the press, but one did not get a sense of clarity or candour. There was an insistence on protecting a system that is obviously not delivering the quality service the public expects.
The problem of 'protecting Brand Jamaica' will persist because the managers of our resources have so far failed to implement common-sense solutions.
The first rule of branding is the control of the core components of the product. For this reason, a prudently-run organisation will not out-source its core components. A franchise, on the other hand, is open to indepen-dent operators under a set of rules that ensures the stability of the brand.
The administration of a corporation and a country are not exactly the same, but there are some similarities in the rules of how to administer core values.
It is expected that adequate investments are made to provide minimum standards at the least. Security guards at the ports of entries should have proper training and be encou-raged to maintain a code of conduct that reflects the professionalism the public expects. The reference of their unpreparedness and being uneducated is the sad manifestation of unresponsive management for at least a generation. There is enough blame to go around.
The collective 'we' are looking forward to the day when it does not take the appearance of a letter in the newspaper to elicit a response to a customer's complaint. The collective 'we' are looking forward to the day when managers will take full responsibility, and recognise that if the organisation consistently fails to deliver the service a customer expects, it has failed.
The collective 'we' are looking forward to the day when managers will recognise that if their charge is receiving negative press on a regular basis for the delivery of poor service, it is a direct reflection of their incompetence.
I am, etc.,