The weekly team huddle is central to how AMP listens and responds to customer feedback
Each week 130 staff teams - from up to 1,200 employees - engage in weekly huddles to discuss customer feedback and actions to address pain points and ways to improve AMP's services.
Sometimes known as voice of the customer, these types of activities are happening in successful corporates with increasing regularity. The resurgence of Woolworth's profitability has also been suggested to have much to do with a similar ritual. And of course, for a long time, the huddle has been central to the success of Apple retail - though for Apple it is daily, not weekly.
With this type of intensive effort going on - the effort to listen, to at least try and learn and respond with changed services and product offerings - if you don't know what the huddle means, your organisation may struggle to keep up.
First published in the Harvard Business Review back in 2003, the Net Promoter System, developed by Fred Reichheld and Bain and Company, has swept the world. Of course, it has had its critics. Any organisation that gets too caught up in the score and ramps up its connection to remuneration can not just invite score manipulation, it can miss the point altogether.
The key benefits of the Net Promoter System are cultural.
If an organisation can stick to it, it prompts a general about-face from all in the organisation - from an internal focus to an external one. If you at least try to keep listening to the customer/client and do this long enough and hard enough, you're likely to succeed more often than fail in keeping your organisation growing through these challenging times.