This document discusses how organizations can become truly customer-centric by focusing on customer needs and goals. It emphasizes that customer satisfaction requires understanding customers, aligning business strategy with customer goals, and ensuring the customer remains central to organizational culture, processes, and behaviors. To drive real change, organizations must assess how to integrate customer focus into their DNA and address challenges through strategic planning, operational changes, and customer feedback analysis. Becoming customer-centric is difficult but can enhance outcomes when the entire organization prioritizes customer satisfaction.

1. Customer Centricity...
Creating Value for your Customers
& Value for your Organisation

2. Facing the Challenge:
As the economy within some industries,
sectors & geographies once again teeters on
the brink of recession, companies are shifting
their focus from pruning costs to finding ways
to stimulate growth, particularly organic
growth
Launching new products and services is one
way of generating organic growth, but this
growth is short-lived because competitors
almost immediately mimic innovation, and new
products and/or services offered
The smartest are now looking to, and learning
from, their customers by becoming and being
customer-centric

3. Truly extraordinary results can be achieved by
addressing the ‘challenges facing business today’
including how to become 'customer-centric'
Any business-led 'transformation' should be
informed & driven by understanding the
'customer outcomes' sought
Faster growth, quicker product & service
development, reduced costs, higher productivity
and increased profits can only be achieved by
leveraging both your organisational capability
and human resource talent within your business
with the wants & needs of your customers
To do so requires that your organisation listen,
learn and fully engage with customers -
'advocates' and 'terrorist' alike
... only by really 'getting under the skin' of the
customer can you successfuly plan to get the
'customer in the DNA of your organisation, into
the behaviour of your organisation and into the
behaviour of your organisation'
How do you cater to
customers' ever changing
needs without incurring
debilitating costs?
By building a truly customer-centric
organisation...

4. Long term 'Customer
Satisfaction' can only be
delivered by understanding
the needs of the customer
Success requires alignment of the
business strategy with customer goals
Understand the 'customer environment'...
Do your current Customer Service strategies
deliver your customer & company goals?
What is the level of 'Customer Competence' in
your organisation (in the DNA, processes,
behaviour)?
How effective is the current Customer Satisfaction
strategy or approach?
What are the best practice benchmarks that you
work towards, and what do you measure in terms
of Customer Satisfaction?
What have you learnt about your successes and
your failures? How have you applied your learning
to better serve your customers
Are all of your internal change programs aligned
with the Customer Satisfaction strategy?
Do you leverage people & technology to improve
customer satisfaction?
Do you adopt modern, forward thinking approaches
to implementing necessary solutions?
Is your Customer Satisfaction model for delivery
both proactive and demand driven?
Is your 'Customer Satisfaction Change Competence'

5. The 'Customer Outcomes' sought should be the
'driver for business led change'
Focus on achieving changes in organisation
culture by ensuring all customer outcome-led
plans drive engagement
Being, and remaining, focused on the customer
during planning is critical if you are to become
an 'Outcome-focus, Customer-driven', truly
Customer-Centric organisation
Get people in your organisation thinking beyond
the boundaries/silos of their own 'service' area
and keep the customer 'front & centre' in their
thinking to deliver positive results for all
It's often said but seldom practiced - ensure all
communications are clear, transparent and
consitent about aims, objectives and the
imperatives that will make the difference and
achieve the impact needed for customers, for
your organisation and for the team
Becoming Customer-
Centric means the
customer is & remains
'front & centre' at all times
Great customer experience is made
of multiple interactions
Assess scale of the change needed to deliver...

6. Getting the 'Customer' into
your DNA - part of your
culture, behaviour &
business processes
How? Through strategic, operational
& tactical change
Address the Change Challenges...
Create the 'Vision for your Customers', the values
required for success and the strategy to deliver the
vision for your customers
Understand and change the assumptions that
condition people's responses to leadership and your
goal of Customer Satisfaction
To make 'Customer Change & Improvement'
happen faster and become embedded more
consistently than your competition can achieve
Focus all parts of your organisation on what delivers
the highest levels of customer satisfaction and
ensure that you 'do it'
Bridge the skills knowledge and competence gap
between your vision for your customers and
delivering ever higher levels of customer satisfaction

7. Establish a 'Sense of Urgency'
Clarify & Share the 'Vision for Customers'
Engage Leadership & teams at all levels
Establish 'Customer-Change' Communications
Involve Stakeholders & front-line leaders in
‘Customer-Change’ design/implementation
Enhance 'Customer-Change Capability'
Integrate Customer-Change Project into all
other change initiatives
‘Taking Action’ based on Customer feedback
Create ‘Customer-Change Action Teams/Plans’
Communicate what the customer is saying
Drill-Down into 'Customer-Story' for clarity &
real understanding
Measure effect/results of ‘Customer-Change
Action Teams/Plans'
Don't just focus on
measuring the 'Customer
Experience' based on
individual interactions
Great customer experience is made
of multiple interactions
Becoming Customer-Centric is not easy.
Success is not guaranteed. Outcomes can be
substantially enhanced when you:

8. If you would like to discuss any aspect of this
'thought piece' or you would like to explore
how my experience may be of interest to you
or your organisation please contact me
T: +44 7782 324500
E: simon.m.rodaway@me.com
LinkedIn: www.linkedin.com/in/simonrodaway