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Organizational Purpose

You Belong with Your Customers

By on September 24, 2014

Collaboration and customer success go hand-in-hand.

Customer Expectations

By on December 9, 2013

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 […]

A Bigger Pie

By on November 28, 2012

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 or Small Picture?

By on September 5, 2012

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.

Do You Hate Waiting on Hold?

By on June 7, 2012

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,.

Smart Speed Bumps

By on June 7, 2012

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.

Fashionably Safe

By on June 7, 2012

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

Becoming Customer-Centered

By on May 2, 2012

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.

Customer 3D Creates ‘Us’ Thinking

By on April 4, 2012

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 and Disappearing Problems

By on March 21, 2012

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.

A 3D Look Into the Future

By on March 7, 2012

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™ Collaboration

By on February 29, 2012

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.

Enthusiasm for Customers

By on December 28, 2011

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 Expectations

By on October 12, 2011

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.

The Energy of Customer 3D™

By on August 31, 2011

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-Centric Wellness

By on August 10, 2011

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.

Re-Thinking Value

By on June 29, 2011

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.

Customer Maturity: A New Definition

By on May 4, 2011

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.

What Will Be Different?

By on April 6, 2011

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.

Customer by Committee

By on November 3, 2010

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 to Customers

By on September 15, 2010

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.

Customer Focus Leads to Personal Elevation

By on August 25, 2010

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.