To transform from the "worst bank for service," DBS studied Singapore Airlines, a leader in customer experience. They adopted its principles and even hired retired airline staff to work in branches, embedding a hospitality-first mindset directly into their customer-facing operations and creating pride in service.
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CEO Su Shan leverages the bank's original name, Development Bank of Singapore, by redefining the "D" to stand for Digital, Disruptive, Dependable, and Data. This narrative strategy connects the bank's founding purpose with its modern, forward-looking identity, effectively bridging its past and future.
To stay connected to frontline operations and customer sentiment, former EasyJet CEO Caroline McCall made it a ritual to help cabin crew collect trash on every flight. This simple, repeated act provided invaluable, unfiltered feedback from both employees and passengers that she couldn't get in the office.
Brainstorming cannot reveal the true friction in your customer experience. Following JetBlue's example, leaders must regularly become their own customers. This practice uncovers how high-level decisions inadvertently create flaws in the customer journey that are invisible from the boardroom.
To build a successful private bank, Sushan asked to be demoted to report to the head of consumer banking instead of the CEO. This unorthodox move allowed her to integrate with a larger division, creating a "wealth continuum" and achieving greater scale and impact than a standalone unit could have.
Shift from being a transactional "bellhop," who is merely efficient, to a proactive "concierge," who is fascinated by customers. This allows you to anticipate needs, make unexpected suggestions, and build deep loyalty beyond simple personalization.
Systematically identify frustrating moments in the customer journey, like waiting for the check. Instead of just minimizing the pain, reinvent these moments to be delightful. Guidara’s example of offering a complimentary bottle of cognac with the bill turns a negative into a generous, memorable gesture.
Instead of focusing on call center efficiency metrics like average handle time, James Dyson reframed the interaction entirely. He instructed his team to treat it as an honor when a customer reaches out, fostering a culture of deep service that builds immense trust and brand loyalty.
Coterie achieves high customer retention without a traditional points-based loyalty program. Instead, it builds loyalty through concierge-level services like text-based order management and proactive, personalized 'surprise and delight' moments, such as sending flowers for a new baby's birth.
DBS CEO Sushan explains that the Singaporean slang "kiasu" (scared to lose) creates a productive paranoia. This fear of being left behind is the cultural DNA that forces the bank and the nation to constantly evolve and stay ahead, embodying the principle that only the paranoid survive.
Contrary to a shareholder-first dogma, these leaders operate on an employee-first principle. They believe that well-treated, empowered employees provide superior customer service. This creates loyal customers, which drives sustainable profits and ultimately delivers superior long-term returns for shareholders.
