More than two decades after the watershed economic reforms of 1991‎,‎ customers find yawning gaps between what many companies promise to deliver as a matter of policy and what‎,‎ in customers‎'‎ perception‎,‎ is actually delivered at the operating level‎.‎ A major part of the problem stems from the fact that while a company may be keen to maximise customer satisfaction‎,‎ it would also want to maximise shareholder value at the same time‎.‎ This obsessive pursuit kills people‎'‎s objectivity‎.‎ The resulting conflict of self‎-interest generates wrong signals within the company‎,‎ leading to organisational schizophrenia severely affecting employees‎'‎ emotional engagement‎.‎ Supported by sizeable empirical research from 300 interviews with almost 200 respondents‎,‎ including customer‎-contact employees‎,‎ the book explores the reasons why‎,‎ in a company