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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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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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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Avoid complexity for your customers. The best way to prove yourself to them is to make their lives simpler.
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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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“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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Success requires collaboration so that your organization is “speaking the customer’s language.” Communication is inevitably poor when it is one-sided. Focusing on your customers is the most important dimension of your culture, and its delivery must be as fluent as possible.
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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
Tells are indicators of what others see in you—how you will behave in any situation. Customers use all of your interactions with them to form an impression of how you will treat them as customers in the future. It is really important to understand these tells and to manage them deliberately because customers judge your
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