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Performance management in call centers: lessons, pitfalls and achievements in Fujitsu Services

Bernard Marr (Bernard Marr is research fellow in the Centre for Business Performance at Cranfield School of Management and visiting professor at the University of Basilicata, Italy. Bernard’s research and consulting work focuses on organizational performance management, with an emphasis on the strategic management of intangible value drivers. He can be contacted at Until recently Stephen Parry was Head of Strategy and Change at Fujitsu Services. As the architect and developer of the Sense and Respond approach he was instrumental in leading the initiative across many Fujitsu operations in Europe and Asia Pacific.)
Stephen Parry (Stephen is now the managing director of his own consulting firm specializing in organizational transformation and customer service strategies. Stephen can be contacted at

Measuring Business Excellence

ISSN: 1368-3047

Article publication date: 1 December 2004



This paper provides an overview of Fujitsu’s sense and response approach towards performance management. It is demonstrated using a case example of call center performance as part of Fujitsu Services. Call centers (or contact centers) are often used as case examples of how not to measure and manage performance. An operational bias towards efficiency measures often fails to provide the customer focus needed and even has dysfunctional consequences. This case study demonstrates how Fujitsu moved away from the efficiency trap, and completely redesigned their performance management system to focus on their customer needs and the intangible drives of value creation. It will highlight the lessons learned, the pitfalls as well as the achievements.



Marr, B. and Parry, S. (2004), "Performance management in call centers: lessons, pitfalls and achievements in Fujitsu Services", Measuring Business Excellence, Vol. 8 No. 4, pp. 55-62.



Emerald Group Publishing Limited

Copyright © 2004, Emerald Group Publishing Limited

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