Traditional corporate structures look like a pyramid, with the CEO at the top and frontline workers at the bottom. Carlzon argued that this structure is inverted in reality regarding the customer.
Download the PDF. Read the chapter on "The Front Line." Then go tear down your pyramid.
SAS was hemorrhaging money. The airline had lost $8 million in the 1980 fiscal year, and the following year, losses were projected to hit $20 million. SAS was viewed as a sluggish, bureaucratic, "technical" airline. It was punctual and safe, but cold. Business travelers—the lifeblood of any profitable airline—were defecting to charter airlines and competitors.
Carlzon argued that during those 15 seconds, the frontline employee—the ticket agent, the gate handler, the flight attendant— is the CEO . In that specific moment, no corporate directive or board resolution matters. Only the empathy and competence of that single employee matter.
Since business is essentially a series of interactions between people, hiring becomes a strategic function, not an administrative one. You cannot teach attitude; you can only hire for it. SAS prioritized hiring people with empathy and service orientation over technical skills, reasoning that technical skills can be taught, but personality cannot.
Traditional corporate structures look like a pyramid, with the CEO at the top and frontline workers at the bottom. Carlzon argued that this structure is inverted in reality regarding the customer.
Download the PDF. Read the chapter on "The Front Line." Then go tear down your pyramid. Moments Of Truth Jan Carlzon Pdf
SAS was hemorrhaging money. The airline had lost $8 million in the 1980 fiscal year, and the following year, losses were projected to hit $20 million. SAS was viewed as a sluggish, bureaucratic, "technical" airline. It was punctual and safe, but cold. Business travelers—the lifeblood of any profitable airline—were defecting to charter airlines and competitors. Traditional corporate structures look like a pyramid, with
Carlzon argued that during those 15 seconds, the frontline employee—the ticket agent, the gate handler, the flight attendant— is the CEO . In that specific moment, no corporate directive or board resolution matters. Only the empathy and competence of that single employee matter. Read the chapter on "The Front Line
Since business is essentially a series of interactions between people, hiring becomes a strategic function, not an administrative one. You cannot teach attitude; you can only hire for it. SAS prioritized hiring people with empathy and service orientation over technical skills, reasoning that technical skills can be taught, but personality cannot.
