Introduction
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Testimonials
A sample of what clients and colleagues have said about Peter White
I believe Peter White and Customer Care Consulting Ltd have a great deal to offer many different types of organisations. I feel many more businesses as well as government and non-government organisations would find his services extremely useful. I have absolutely no complaints about Peter's service. His customer care is indeed excellent.
I just wanted to say that I thought your course was brilliant, excellent content and a lot of information was either confirmed or noted. The lesson I learnt was “ think beyond the square and try just to do a little bit more than necessary in order to make us stand out from competitors” I have discussed your course with my staff… and as a result, we are looking at what we can do to improve, so thank you.
The following are comments made by clients and colleagues taken from end of engagement reports and the assessment and evaluation process from Peter White's time in IBM's consulting organisation. These were provided and shared voluntarily by a broad selection of colleagues, peers and clients, both external and internal.
Peter has demonstrated infinite patience in a very frustrating environment. He never fails to find a positive slant to situations and is adept at turning challenges into opportunities (I know that’s a cliché, but it happens to be true in Pete’s case!) He is able to discover pathways to solutions and always achieves great success in a subtle, unassuming manner. He has delivered some excellent work; specifically the (project) lessons learned which is being incorporated into the new Operational Development dept ways of working, and the Building a Change Capability in (client) piece of work. On a personal note, Pete has proved an immense strength to me and the rest of the team in a time of volatile change. I would have no hesitation in recommending Pete to any other clients/customers as a valuable asset. Overall, Pete was a joy to work with and I am going to miss him terribly from both a professional and personal standpoint.
Peter ... always gives his best to his clients ... He is an extremely good team player and this is a major strength.
Peter is very knowledgeable of ... change management / communications methodologies and best practices. What differentiates him, however, from many other experts is that he is approachable, very helpful, and open to the ideas and contribution of others. He is a natural team player... He used his experience to support me as the ... communications leader with advice and to mentor me and my team.
Peter helped to shape and define Change Management across the workstreams. This role has meant Peter having to team effectively with colleagues in the USA as well as from EMEA. Much of this teamworking has had to be achieved remotely due to restrictions on travel. Peter has produced quality work and is viewed as a valuable member of the team on both sides of the pond. I have enjoyed working with Peter and look forward to this continuing when we move into delivery. Peter's teamwork has been excellent. He has really helped to lead the Change Management Agenda for the Project.
I have worked with Peter for the past several months on a very complex, difficult and sometimes frustrating project. I find Peter's skills as a consultant excellent. His contributions to the workproducts are always timely and extremely well done. His edits of my workproducts and others is insightful and productive. Peter has a very good rapport with the client and is able to manage difficult situations caused by others or the environment. I would be pleased to work with him again and again.
Peter has an astute eye for what might be a better way of doing things. He has responded to the challenges and ambiguity of doing things differently and has led the work to develop a COMMUNICATIONS CAPABILITY for (client). Peter is a very good team player , ensuring that his role is clear and delivering on it, and offering support and guidance to less experienced team members and is willing/able to work across a broad portfolio of competencies.
Peter had an excellent ability to match his style and input to me, the client. When I was 'driving' he was critical and constructive, when I 'ran out of steam’ he had constructive suggestions for making progress. His commitment to win was exemplified by the attention to detail when necessary, completing staff work of which I would not have been capable, and also in his commitment to put in the extra effort necessary to draw the conclusions together in a tight timescale - i.e. working hours over and above that which one could have asked for. His teamwork was good in the sense that he realised the large number of potential participants, and the teamwork necessary to pull all of this together. I would take Peter on any hard consulting project, with clients, any day. He gave me a feeling of trust in that he will always deliver. He delivered for me, and his flexibility in working well with me was really appreciated. Client Sat - one rating.
Sorry I cannot think of anything to improve... I felt lucky to work with Peter and I would want to again.
Peter has developed a very close and positive relationship with his client. Peter listens carefully to his client and reacts quickly to changing circumstances. He is not afraid to state his case with the client or provide constructive criticism when appropriate. Consequently he has established significant credibility with the client and acts as an agent for change. Peter teams very effectively with other consultants and companies ... to leverage maximum value for the client. Peter coached and mentored me on his specialist subject - Customer Value Management. I found his feedback and development "tips" to be very helpful, they were clearly explained and I was able to put them into practice straight away.
Peter is working hard, with passion and is driving hard to achieve his objectives,,, he pushed me, in a positive sense, to take a position, to take ownership and the commitment that was needed to get the work done. I can not really come up with any suggestions for improvement. Peter did a great job!!
I am proud to have been associated with Peter, and his influence on me has been significant, and in some cases, profound. I am now transformed into a CVM focused, stakeholder management aware, manager. How can I find fault in someone I admire, and especially, in someone who is my mentor. Peter completes his role exceedingly well. I have no suggestions for improvement. I still can’t think of any failings or faults. Peter has contributed significantly to my personal skill development, to others’ development within the team as well, and to the benefit of the programme. I have been extremely satisfied with his Stakeholder Management, as well as CVM work – his professional skills and approach have yielded benefit in terms of others’ view of me, as well as showing our responsiveness to the needs of others. If I had to rate Peter out of 10, I would say 9, on the basis that surely not even Peter can be perfect! (But do not ask me to find the missing one.)
Press releases
Free evening puts the customers first
Local small businesses received a free lesson in looking after their most precious assets - their customers. A press release by Bill Young, Freelance writer and PR consultant. Free evening puts the customers first
Clients
We have worked with a wide variety of clients of which these are but a few. BIA, CAA, Camelot, Unipart, Panasonic UK, Hong Kong Police, Cable and Wireless, Invensys, First Trust Bank, MOD, IBM (many countries), Tadiran Information Systems, Highways Agency, various Local Authorities.
Articles
Customer loyalty - the greatest ROI available
This article was published in the December 2003 Issue 010 of Professional Consulting. It illustrates that when faced with the decision of engaging consulting support to help their organisation to get closer to their customers, many executives seek to make the decision based upon the return on investment (ROI)that such an engagement will deliver. This is based upon the increasing pressure on expense reduction. The article shows that such a link should not matter and strict adherence to it may be preventing many organisations from taking action to become more responsive to customers.
Looking After Your Assets - Investing in and Nurturing Your Customers
This article was published in Volume 1 Issue 8, Winter 2003 of Growing Business, published by the East Hampshire Chamber of Commerce and Industry. It describes how organisations may be too trusting with their vital assets, their base of loyal customers and the investments that they need to make in order to improve customer loyalty.
Top Marks for Presentation
This article was published in the February 2002 Issue 003 of Professional Consulting. The article explores communications excesses, verbal and written, and shows how efforts to identify and eliminate 'padding' and improve awareness from an outside-in perspective can help to improve communications effectiveness at a personal level.
Managing Effective Communications and its Impact on Customer Loyalty
This article, was the cover article in the June 2001 Issue 001 of Professional Consultancy, the quarterly magazine of the Institute of Management Consultants (IMC). It focuses upon the importance of effective communications in a programme of change. Through many examples it shows how addressing three areas, efforts to do things right, confusion over how often to communicate and what to communicate when there appears to be nothing to say, stifles effective communications. It shows how addressing them can help to improve customer loyalty.
How to Win Loyalty from Customers and Employees
This article was published by a key associate in the September 2001 edition of Customer Management. Organisations that take no account of their customers needs and wants and who think they know best, will fail. Eventually customer churn will become a sickness from which they will not recover. Understand the twin track focus needed on both customers and employees to enable organisations to secure more loyal customers.
Change Management Doesn't Happen by Accident
This short paper shows that whatever changes may happen within organisations, without a structured approach, improvements made may be short lived. It helps to show where effort should be applied.
Police in the Year 2005 - Designing the Future
This paper, published in the mid '90s, exercised the Customer Value approach to design the future of policing. Its aim was to help Police Forces understand, from a customer viewpoint, the customers wants and needs of their Police Forces and to help the Police prioritise customer expectations and to manage them at all times.
The development of a best practice process improvement methodology
This paper was published in BENCHMARKING for Quality Management & Technology in 1998. A benchmarking study of business improvement methodologies in the late 1990s was used to develop a new business improvement methodology based upon customer defined requirements.
Features
Five key Attributes of Change
Consider putting five key attributes together and mixing them with a measure of customer input and emerge with a recipe for successful change. A pictorial gives you a fresh way of looking at where your problems may reside and what is the result of deficiencies in any area.
What is a Management System?
Every organisation has a management system or else it would not exist for long. This feature removes the mystique from what a management system is so helping to bring focus upon areas of weakness in organisations.
The Essence of Benchmarking
Benchmarking is a very important way of driving performance improvement in an organisation but what is it? This provides an introduction to the world of benchmarking and recommendations for further in depth study.