Lahore: The service sector is the largest component of the Pakistani economy, contributing to GDP more than 50% and employing an important part of the urban workforce. However, for the average Pakistanis, this domination rarely translates into satisfaction.
Whether we take care of public utility, a financial institution or a hospital, frustration often prevails over convenience. A poor service, a lack of empathy and an indifferent workforce characterize the customer experience – especially in the public sector.
Consider public service providers such as electricity distribution companies, municipal organizations and passport offices. Despite repeated complaints, delays, bureaucratic administrative formalities and the lack of responsiveness continue to erode public confidence. Likewise, services in public hospitals and education establishments often do not meet basic expectations, although they are essential for human development.
This strongly contrasts with a few pockets of excellence. Some multinational banks operating in Pakistan have made laudable progress by automating systems, reducing recovery times and investing in customer service training. Some local telecommunications operators have also improved the responsiveness of their call center and now offer digital applications for invoice payments and service requests. These examples show that an improvement is possible – but it requires an intention, an investment and a long -term vision.
In today’s economy, services expectations are quickly evolving. Customers – retail and businesses – are better informed, more vocal and less indulgent. This change exerts pressure on service providers to go beyond obsolete models and low-skilled workforce. But here lies the problem: many Pakistani – public and private Pakistani service organizations – are poorly equipped to meet increasing expectations due to an unleashed and under -motivated workforce.
Some companies have responded by outsourcing the support services for professional call centers, allowing availability 24 hours a day and helping to reduce operational costs. Although this can produce short -term efficiency gains, it does not replace internal capacity building.
Capacity development must be at the heart of any reform of the service sector. This means staff training not only to perform routine tasks effectively, but also to understand the variability of customer needs, quickly respond to complaints and provide real solutions. In financial institutions, for example, faster processing times and fewer errors are not only desirable – they are essential. A single delay in the treatment of loans or an error in a bank statement can be expensive for the customer and the institution.
Investing in the development of human resources and the integration of the quality of services in organizational culture offers long -term dividends. Companies that prioritize the excellence of services are more likely to anticipate the emerging needs of customers, to adapt quickly and to create a sustainable value. Capacity strengthening, when aligned with culture, market realities and the fundamental forces of an organization, becomes a strategic differentiator.
To reform the Pakistan services sector, the government must show an example. The introduction of measurable performance indicators for public service providers, the liaison of promotions to service results and digital service interfaces are the first crucial stages. At the same time, private sector players must realize that a bad service is not an economic strategy – it is a silent killer of long -term profitability.
In an economy led by services, the value is not only created in factories or farms – it is created whenever a customer is heard, a complaint is resolved or a service is delivered transparently. Pakistan still has a long way to go, but the way to follow is clear: investing in people, strengthening capacities and holding responsible service providers. It is only then that the sector can achieve its true potential.
