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Dr TED JOHNS
Chairman, Institute of Customer Service
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Ted Johns became Chairman of the ICS in 2002, having been a founder ICS Board member since 1997. The mission of the ICS is to lead customer service performance and professionalism, and to that end it has secured the support of 250 organisations (so far principally within the UK) and almost 5000 individual members.
He is the principal partner of The PROSPER Consortium, which has successfully specialised in creating and implementing mechanisms for improving corporate performance for more than 30 years. Past clients of the Consortium include Philips Electronics, SmithKline Beecham (now Glaxo SmithKline), Prudential Assurance, National Westminster Bank, and Credit Suisse First Boston; Ted has personally carried out assignments across continental Europe as well as in the UK, in the USA and in the Asia-Pacific region (especially Singapore, Malaysia and India).
He has designed and led two major MBA-level Executive Programmes at the University of Reading (in Strategic Management and Corporate Governance), ran the Institute of Directors modular course on Strategic Human Resource Management, and continues to take part in occasional executive seminars at the London Business School.
Ted’s publications include Perfect Customer Care (Arrow), Perfect Time Management (Century Business), The Sociology of Organisational Change (Pergamon), and Ethical Leadership (written with Stephen Connock). He regularly contributes articles to the ICS’s own journal, CustomerFirst, and to other periodicals, notably People Management, Customer Management, Marketing Insights (Singapore), Employee Relations Review and Management Today. A controversial and provocative ‘Ted Johns column’ appears in the on-line Customer Management Newsletter every fortnight.
Ted Johns is a powerful, authoritative, entertaining and stimulating speaker, frequently invited to provide keynote contributions to conferences and in-company events. Ted is strongly committed to both the principles and the practice of high-performance working, applied to all types of enterprise – public and private, manufacturing and service, profit-seeking and not-for-profit – and to the application of the values, strategies, leadership models and motivational methods that help to stimulate positive attitudes, discretionary (organisational citizenship) behaviour and customer-facing excellence among employees.
He firmly believes that service excellence has to be a principal source of competitive advantage; he has some clear ideas about what service excellence means and how it can be attained. |
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