Organisations need leaders, people who can make the complex clearer. People who can unwrap the interdependencies across the organisation and make the pathway towards improved performance seem like a ray of light. Customer centric leadership unlocks this potential. Organisations need leaders because the organisation is full of organisms – people – who are looking for […]
READ MOREThe Four Key Focus Areas for Leaders and Managers
Leaders and managers are often challenged with the complexity of their role and competing priorities. Let’s consider what their key focus areas should (or could) be for leaders and managers. Academics have painstakingly analysed the difference in the roles between Leaders and Managers – and yet most of us spend most of our time being […]
READ MORETough times ahead? What Harvard Business School says about a resilient business.
Research shows customer centric businesses are more resilient in tough economic times. Understand the three phases of being customer centric and make your business more resilient. The global pandemic that started early in 2020 seems to have triggered a series of impacts that is changing the world. Dividing opinions from health policy, to an individuals […]
READ MOREHow to make sure your goals are S.M.A.R.T.
How to make sure your goals are S.M.A.R.T. The typical approach to setting SMART goals (or sometimes a definition for KPIs) is that the goal has to be: Specific, Measurable, Achievable, Realistic and Timely, or Timebound. And that is the problem. With this proven goal setting approach the T originally stood for TIMELINE, not timely […]
READ MOREUnpack complexity for performance improvement
This article examines why we need to unpack complexity to unlock performance improvement learnings. Then we look at two techniques that can help us unpack complexity. When the complexity of what we are aiming to achieve is unpacked, only then can we use performance improvement tactics to progress towards the results and outcomes we seek. Success […]
READ MOREJudgement prevents learning
The goal of organisations is to improve performance. A key enabler of this is to become a learning organisation. By developing the organisational skill (or culture) of learning and applying this knowledge will improve the outcomes we realise. Over time we will learn how to get better at what we do, we will understand our […]
READ MORENo Profit Bludgers Please
‘Profit bludging’ is where leaders (typically) will seek to extract value for their organisation at the expense of others. Using economic power to force others within the supply chain to acquiesce to their demands. ‘Profit bludgers’ do not add value to the system, they decrease value. This is how Dr Lindy Edwards defines the term […]
READ MOREHow to Create Your Customer Strategy
Your Customer Strategy is a re-articulation of your Business Strategy, but in the context of the customer. Recognising that the realisation of the goals in your business strategy will come from changes within your customer portfolio. Such as: a decrease in the portion of lower value customers; increases in the portion of higher value; changes […]
READ MOREThe Customer Centric Business Model
We know today that we need to have customers at the heart of all we do. Customers are central to our purpose. Revenue comes from the decisions made by customers. Growth comes from the amount of advocacy provided by our customers. And yet most organisations still utilise business models that are based on product-centric or […]
READ MOREPeter Drucker and the Customer
Peter Drucker was one of the greatest management and leadership scholars ever. He studied business, managers, leaders and how this intersected with society. As a consultant and an academic he wrote 39 books and probably founded modern management. His perspective on ‘the customer’ provides us with key insights today that allow us to build sustainable […]
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