Collaboration and customer success go hand-in-hand.

Many companies claim that they want to "exceed customers' expectations." There’s a problem with this mantra, however. It is based on the supplier’s view of what its customers expect. And this is inevitably shaped by the rules and procedures that have been built up to "protect" the business. There are built-in limits. Employees understand that […]

When you see bigger, you think smarter. When you reverse scarcity thinking and believe that what you are offering can expand into new markets based on anticipating and solving customer needs, then the market becomes much more boundary-less.

Big picture thinking provides organizations with the best experience that the “picture” is changing over time. The behaviors of employees (executives and others) have a tremendously better probability of staying ahead of those changes by centering their actions and decisions on the biggest picture of all: customers.

So did the co-founders of FastCustomer.com! Now, instead of spending precious minutes listening to pre-recorded messages or “waiting on hold,” download the FastCustomer App or visit them online,.

Decano Industries in Toluca, Mexico, is developing a “smart” speed bump. This speed bump measures the speed of the car driving over it and collapses if the car is going the appropriate speed.

Hövding is a bicycle helmet cleverly disguised as a scarf. Instead of having to wear the classic helmet to protect your skull from injury

Jackson Pollock said “Every good painter paints what he is.” Customer-centering happens because an organization sees the customer as its purpose and it feels empowered to "paint" that into every action it takes.

Instead of a customer-as-the-boss mindset, Customer 3D organizations partner with their customers. Bosses are limiting. Collaborating on an equal basis is unlimited.

Customer 3D solves problems, but not in the ways you might expect. Becoming customer-centered weaves a single worldview through the fabric of the organization. It's amazing how many other internal issues get resolved when the customer is your first priority.

The Customer 3D™ system approaches the future the way the design thinkers do. Customer-centered champions recognize that solutions are simply better iterations of today’s reality; but they also understand that even better models can be found by continuing to experiment with new approaches that will add even greater value in the future.

Customer 3D companies operate in a more cohesive way than conventional businesses. Employees have a single focus—the customer—and this purpose unifies the reason for their work and makes sense of the decisions that need to be made.

The Customer 3D system creates enthusiasm among employees because they are aligned around doing something meaningful for their customers. Work becomes much more satisfying and they become more effective.

Customer 3D™ organizations are driven to change customers' expectations – by proactively delivering better, more collaborative outcomes. They have a system and a strategy that measures its success by its ever-improving performance for the customer.

There are many reasons to re-orient your organization to embrace Customer 3D™. If you are trying to decide whether the transformation is worth it, the phenomenal new energy that you will see in your employees is reason enough.

Customer-centricity is an attitude, which can be compared with a company's wellness program. It is an effort that will bring about positive change in employees and elevate their confidence to take care of customer needs. It also becomes the foundation of better overall health for the organization.

Ironically, being customer-centered also makes your products better. Why? Because these products and services that you are offering are now being designed based on what matters to your customers.

Mature organizations have chosen to center their activities on what is best for the customer. Their primary purpose is customer success and they approach this goal with, as Nietzsche said, the intensity of a child at play.

Put your organization on a journey that creates a customer-centered culture. Design a culture that is empowered to “own” the customer in every interaction. Where you are in two years will be dramatically different—and better.

Organizations don’t need a committee to decide what makes sense for the customer. They need guiding principles that will permit freedom to design great ideas, but with an unmistakable gauge—the customer.

Making sense begins with the recognition that meaningful work involves finding a better solution for the customer. If the old structure was static, the new version is metamorphic: in readiness to become something else if that is what helps it connect with its customers.

When the core value of an organization rests on what is best for the customer, a culture is created in which employees are part of a group that has “clicked” by being customer-centered.