Make sure that your organization is prepared for change by putting some customer-centered monitors in place that will condition everyone to look for new ways by questioning the old ways. Set up a process to evaluate change on customers’ terms, not yours. It will be a great platform to start discussions of ways to strengthen your organization by consistently looking for ways to outperform.
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Customer-centricity will not happen unless your organization is curious about customers and what they will need in the future. Create a culture that is continuously looking for ways to learn more about customers. Don’t become complacent. Be an explorer.
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Value equates to how the individual customer feels about doing business with you. It is your “fit” with their needs and it is embodied in an emotional connection. Execution involves deep understanding and a high degree of flexibility because “fit” is judged by your delivery in its broadest, most proactive, sense.
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Tomorrow’s success does not come from yesterday’s thinking. Dramatic change can only happen through commitment to a heuristic system which enables organizations to focus on designing products and services driven by customers’ needs.
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No organization can afford to stand still. The best way to avoid inertia is to think like a customer. Because innovation is on a continuum, companies must constantly evaluate where they are.
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Instilling customer-centricity into your organization’s culture is not impossible, of course. But questioning works better than telling when you have a challenge to overcome. It creates buy-in when the team with whom you are working figures out how to approach the goal more realistically.
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Earning the trust of your customers is easier with a well-designed, customer centric plan and inspired leadership.
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Treat customers and non-customers with a spirit of generosity.
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A few passionate managers can change the culture in an organization by leading their team toward customer-centricity. Executive leadership must set the tone and direction for customer-centricity. But middle managers are in the best position to know when to take off the training wheels and make change happen.
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Much of our client work involves assisting leaders in developing their organizations to become more customer-centered. But what if the leaders don’t get it? What if they think they know all the right answers about customers already?
A phrase that you hear a lot these days is “They don’t know what they don’t know”. I recently
