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From customer hostility to customer centricity

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The future demands that we reinvent the technology of management with customers and talented employees holding the keys

Published in: Business

From customer hostility to customer centricity

  1. 1. 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
  2. 2. .growing complexity PART 1 PART1A:GrowingComplexity Image by NASA Goddard Space Flight Center on flickr.com
  3. 3. «PEOPLE HAVE CHANGED MORE THAN THE BUSINESS ORGANIZATIONS THEY MUST DEPEND UPON FOR CONSUMPTION AND FOR EMPLOYMENT»- Shoshana Zuboff link PART1A:GrowingComplexity
  4. 4. PART1A:GrowingComplexity
  5. 5. Every century or so, fundamental changes in the nature of consumption create new demand patterns that existing enterprises can’t meet. - Shoshana Zuboff - PART1A:GrowingComplexity I
  6. 6. PART1A:GrowingComplexity I
  7. 7. 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.). PART1A:GrowingComplexity I
  8. 8. PART1A:GrowingComplexity II
  9. 9. PART1A:GrowingComplexity link II
  10. 10. 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. PART1A:GrowingComplexity III
  11. 11. PART1A:GrowingComplexity III
  12. 12. .disorder complex complicated simplechaotic Cause and effect: understandable in retrospect but do not repeat Probe - sense - respond Cause 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 PART7:SoftwarePART1A:GrowingComplexity III
  13. 13. PART1A:GrowingComplexity link III
  14. 14. «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 PART 2 PART2A:Yourproductisalreadyobsolete
  15. 15. PART2A:Yourproductisalreadyobsolete
  16. 16. TECHNOLOGYDISTRIBUTION CUSTOMER VALUE You start of by identifying the customer value you are going to create, and then find the distribution and technology customer strategy PART2A:Yourproductisalreadyobsolete
  17. 17. PART2A:Yourproductisalreadyobsolete
  18. 18. 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 link 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 PART2A:Yourproductisalreadyobsolete
  19. 19. PART 3 .hardware PART3:Hardware What are we organized to accomplish?
  20. 20. PART3:Hardware link
  21. 21. Companies are designed to out! customers keep VIA CHUCK COKER ON FLICKR.COM link PART3:Hardware
  22. 22. efficiency COMPANIES CARE ABOUT this harmonizes poorly with unpredictable customer who want nothing more then their own surplus & standardization PART3:Hardware
  23. 23. PART3:Hardware link
  24. 24. PART3:Hardware
  25. 25. 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. PART3:Hardware
  26. 26. 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. PART3:Hardware
  27. 27. PART3:Hardware
  28. 28. 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 PART3:Hardware
  29. 29. PART3:Hardware
  30. 30. 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 PART3:Hardware
  31. 31. PART3:Hardware link
  32. 32. «The measure of a successful company is its ability to let its customers and talents liberate it.» - Helge Tennø - PART8:</endofdigital>PART3:Hardware

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