Transformation at INTELSAT: sometimes the tortoise beats the hare

This paper describes a customer service initiative in a global telecommunications cooperative, the accepted industry leader in technical quality. Not only are the customers multicultural, but the staff is diverse as well. As opposed to the traditional top‐down approach, the INTELSAT initiative originated with middle management. Two groups were formed, each charged with improving a complex, multifunctional ordering process associated with about 50 per cent of revenues. As the groups progressed, each had its own issues, successes, and problems. Although the groups differed considerably in composition, both achieved success, as measured by customer feedback and internal metrics. A final section covers conclusions and recommendations.