Level 3 is transformational. At this stage, organizations have created a system that is based on design thinking, which makes us attentive, like a good designer and helps us “discard pre-existing ideas” about what customers value.
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Customers love creative companies. The best kind of creativity is built around ideas that focus on customers.
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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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Research which we do for our clients indicates time and time again that customers who reported a problem and were delighted with the outcome have higher satisfaction than the ones who never experienced a problem at all. Why would any company simply want to break-even with these opportunities? Service recovery should energize the organization to become more customer-centered.
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The new approach to customer-centricity embodies being a caretaker for the customer ecology in every interaction between external customers and your organization.
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If you are constantly looking at what your competitors are doing, you will simply end up imitating each other. Being customer-centered, on the other hand, brings better clarity to organizations because it focuses them on thinking like a customer, instead of a competitor.
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Amazon.com continues to be a successful, strong brand because it always answers its business questions—strategic and day-to-day—with a solution that includes “the customer.”
Jeff Bezos, Amazon’s CEO, has given the world insight into how he leads the Amazon organization through a series of interviews over the years. I believe the best is “The Institutional Yes” (Harvard
I love it when people shake up the way we think. That is what we need in order to stay competitive in today’s business environment. A growing number of new thought leaders are helping us to understand that the best approach to bringing about positive change is to structure our actions around being customer-centered.
Pip Coburn,
Much has been written recently about right-brain thinking—and it is long overdue. Business has traditionally been left-brained, but its ability to search for greater efficiencies and to innovate while lowering costs has reached a plateau. The new opportunity to take performance to the next level is through right-brain thinking. A shift to this approach signifies
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When I conduct client workshops I often ask participants this question: What could your competitors be developing for your customers right now that you don’t currently offer?
We know it is impossible to draw an accurate picture of the future. As Yogi Berra said, “It’s tough to make predictions, especially about the future.” But we continue to
