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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Be very reluctant to toss the word “engagement” out casually. Eventually, the word will lose its impact. The better metaphor for connecting with customers is dance—cooperation with a partner for a single purpose. In this customer-centered view, you would not “win” and “keep” customers and they would not be opponents, but rather, partners, moving in the same direction, enjoying the moment together, interested in each other.
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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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Default procedures offer companies the chance to save their customers time and money, and help them maneuver through complexity. In every process, however, leaders should imagine themselves in the shoes of the people they serve.
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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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There is a fundamental quality of great customer relations that many organizations have lost. The timeless system for customers is not going back, but beyond what exists today. The new paradigm represents congruence with your customers. It is authentic.
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“How can I make life easier for my customers (current and future)?” The answers will help your organization dramatically change its services in ways that will ultimately amaze your present customers and make new customers want to come to you.
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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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“There’s no such thing as good news or bad news. There’s only fast news and slow news.” Fast knowledge happens within organizations that are connected and proactively communicating with their customers. Every organization should have an early warning system. The best one is built around closeness with your customers.
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