from customer hostility to customer centricity

Helge Tennø | jokull.io Customer Strategy | Customer Insight

FROM CUSTOMER HOSTILITY TO CUSTOMER CENTRICITY

THE FUTURE DEMANDS THAT WE REINVENT THE TECHNOLOGY OF MANAGEMENT WITH CUSTOMERS AND TALENTED EMPLOYEES HOLDING THE KEYS

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Image by NASA Goddard Space Flight Center on flickr.com

«PEOPLE HAVE CHANGED MORE THAN THE BUSINESS ORGANIZATIONS THEY MUST DEPEND UPON FOR CONSUMPTION AND FOR EMPLOYMENT»- Shoshana Zuboff

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Every century or so, fundamental changes in the

nature of consumption create new demand patterns that

existing enterprises can’t meet.

- Shoshana Zuboff -

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http://www.180360720.no/?p=5227

We are living in the age of mass individualization. No two people get the same Google search result, see the same products on amazon.com, have the same

Facebook feed or iTunes catalogue. Every smartphone is unique two minutes after its first boot. 

We are living in an age where the new mega industries have all become personal services industries and the old incumbents are still struggling to put out a mass product at almost no

margin or cost (e.g. digital news media, insurance, banks, bikes, cars, tooth picks etc.).

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PEOPLE ORGANIZE IN MULTIPLE IMMEDIATE, DECENTRALIZED NETWORKS. Lasting from seconds to months or years. These networks are distributed, they don’t have a plan and only react when input hits them. Companies become the input variable.

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.disorder

complexcomplicated

simplechaotic

Cause and effect: understandable in retrospect but do not repeat

Probe - sense - respondCause and effect: Detectable but seperated over time and space

Sense - Analyze - respond

Cause and effect: Repeatable, perceiveable and predictable

Sense - Categorize - respond

Cause and effect: Not detectable

Act - Sense - respond

Unordered context

Ordered context

MANAGING UNDER CONDITIONS OF UNCERTAINTY

Making sense of the world so we can act in it

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«Companies get fixed on measuring their solution, not the job they’re

being hired to help solve..» - Des Traynor, CEO Intercom - - https://blog.intercom.com/your-product-is-already-obsolete/

YOUR PRODUCT IS ALREADY OBSOLETE

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TECHNOLOGYDISTRIBUTIONCUSTOMER VALUE

You start of by identifying the customer value you are going to create, and then find the distribution and technology

customer strategy

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Over time companies and industries seem to forget their understanding of the market, their CVP. They become prone to unconsciously hold a very limited view of their future. Seeing the world from a

technology, market or product perspective creates a very narrow frame of reference where new wealth opportunities are easily overlooked.

.customer OSOperating in the market from the perspective of its Customer Value Proposition

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Competition offering the same CVP is conciously let in as they are using different core technology or core

business model

Creating a market by understanding the customer’s progress, struggle and circumstance (customer value proposition)

The original technology and processes end up becoming a commodity or infrastructure

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What are we organized to accomplish?

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Companies are designed to

out!customerskeep

VIA CHUCK COKER ON FLICKR.COM

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efficiency COMPANIES CARE ABOUT

this harmonizes poorly with unpredictable customer who want nothing more then their own surplus

& standardization

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The problem with top down is that the solution space is limited by what a few people at the top can think of.»

- Gary Hamel -

Gary Hamel is one of the world’s most influential and iconoclastic business thinkers. He has worked with leading companies across the globe and is a dynamic and sought-after management speaker. Hamel has been on the faculty of the London Business School for

more than 30 years and is the director of the Management Innovation eXchange.

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We were designed to engage in a predictable environment, which requires that [the customers] are similarly designed. But, [the customer] network didn’t have a five year strategic plan, they

didn’t have a linear hierarchy or centralized authority. We had to understand that we were fighting against a complex, movable, continuously changing decentralized and distributed network.

And these networks would last for six months or twelve minutes.

- Paraphrasing Chris Fussell & Rachel Mendelowitz - [I removed references to Al Qaida and changed them with the customer]

@responsiveconference.com, 20.aug.16

vs.

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The old management model is a control mechanism subdividing talent into compartments where top-management destroys their ability to create value.

Enabling companies are driving information rapidly out to front-line self-organizing teams in order for them to operate autonomously and react

instantly to changes in customer demand patterns. Employees given the opportunity to use their talent unleash massive wealth for the corporation. 

Cases in point: Salesforce, Netflix, Patagonia, Zappos, Tesla, AirBNB, Morning Star, Etsy, Nest, Spotify, Valve, Google, Burtzorg, Haier, Gore Technologies, DSM, GE Health, Whole Foods, Zara, Telus, Uber, Amazon, Facebook, Apple

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DESIGN / TEKST

DISTRIBUSJON / INNHOLD

UTSENDELSE

ANALYSER LÆRING

AUTONOMT TEAM SOM KAN GJØRE ALLE OPPGAVER OG TA ALLE BESLUTNINGER KNYTTET TIL EN KUNDEOPPLEVELSE

KUNDERELASJONEN BESTÅR AV FLERE TEAM ANSVARLIG FOR SINE EGNE INTERAKSJONER MED KUNDEN

KUNNSKAP OG LÆRING UTVEKSLES PÅ TVERS GJENNOM

FAGGRUPPER

LÆRING DISTRIBUERES KONTINUERLIG TIL ORGANISASJONEN

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«The measure of a successful company is its ability to let its customers

and talents liberate it.»- Helge Tennø -

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