Developing Service Culture For SCA from Organizational DesignSeta Wicaksana
Competitive advantages based on pricing, product, or processes are often short-lived. And let’s face it, it’s no easy task to drive continuous growth and sustain a competitive edge in your industry. Market conditions can be volatile. Competitors are constantly nipping at your heels with shiny new products. Technology is evolving at a breakneck pace. Customers are demanding faster, more responsive, and personalized service. Employee values and expectations are shifting, with Millennials now comprising the largest generational cohort in the workforce.
One competitive advantage you can leverage consistently—a differentiator that can’t be duplicated—is your company culture. Your culture is unique to your organization, helping to shape your company’s brand identity, improve employee retention, and inspire and motivate your people. Companies are awakening to the business value of strong company culture; eighty-two percent of people responding to Deloitte’s 2016 Global Human Capital Trends survey characterized company culture as a potential competitive advantage.
Culture: The Byproduct of Your Story and StrategyJames O'Gara
This presentation is one of several that are part of The Future of the CMO/CXP Executive Education Series. An educational series hosted by OnMessage.
----
Culture: The Byproduct of Your Story and Strategy.
To truly develop a culture that creates value, lasting
business results and a differentiated customer experience,
executives need to rethink how culture is formed. It’s
not about Ping-Pong tables, free lunches and cool office
spaces. It’s about clarity. Clarity in the company’s story —
and in the company’s strategy.
The state of your culture is in fact, the state of your customer experience.James O'Gara
Studies show that most companies separate culture initiatives from their business strategy and story. They separate it from the employee and customer experience. The fact is, culture is the byproduct of your story and strategy in action. The words and actions of every employee embody your company’s story and strategy. So the real question is, what is the state of your go-to-market story and strategy? What message are you sending to your employees? What message are you sending to your customers? Executives must understand that words matter. More specifically, executives must acknowledge that the message behind the company’s story and strategy will play a significant role in the type of culture that takes root inside the business. This presentation explores why executives must redefine how they view and manage culture; the pivotal role a company’s story and strategy play in culture development; and how winning cultures are built
Developing Service Culture For SCA from Organizational DesignSeta Wicaksana
Competitive advantages based on pricing, product, or processes are often short-lived. And let’s face it, it’s no easy task to drive continuous growth and sustain a competitive edge in your industry. Market conditions can be volatile. Competitors are constantly nipping at your heels with shiny new products. Technology is evolving at a breakneck pace. Customers are demanding faster, more responsive, and personalized service. Employee values and expectations are shifting, with Millennials now comprising the largest generational cohort in the workforce.
One competitive advantage you can leverage consistently—a differentiator that can’t be duplicated—is your company culture. Your culture is unique to your organization, helping to shape your company’s brand identity, improve employee retention, and inspire and motivate your people. Companies are awakening to the business value of strong company culture; eighty-two percent of people responding to Deloitte’s 2016 Global Human Capital Trends survey characterized company culture as a potential competitive advantage.
Culture: The Byproduct of Your Story and StrategyJames O'Gara
This presentation is one of several that are part of The Future of the CMO/CXP Executive Education Series. An educational series hosted by OnMessage.
----
Culture: The Byproduct of Your Story and Strategy.
To truly develop a culture that creates value, lasting
business results and a differentiated customer experience,
executives need to rethink how culture is formed. It’s
not about Ping-Pong tables, free lunches and cool office
spaces. It’s about clarity. Clarity in the company’s story —
and in the company’s strategy.
The state of your culture is in fact, the state of your customer experience.James O'Gara
Studies show that most companies separate culture initiatives from their business strategy and story. They separate it from the employee and customer experience. The fact is, culture is the byproduct of your story and strategy in action. The words and actions of every employee embody your company’s story and strategy. So the real question is, what is the state of your go-to-market story and strategy? What message are you sending to your employees? What message are you sending to your customers? Executives must understand that words matter. More specifically, executives must acknowledge that the message behind the company’s story and strategy will play a significant role in the type of culture that takes root inside the business. This presentation explores why executives must redefine how they view and manage culture; the pivotal role a company’s story and strategy play in culture development; and how winning cultures are built
1. July 17, 2016
To Whom It May Concern:
My Family and I have recently relocated from the Washington DC area back to Austin.
I am an experienced advocate for customers and business partners alike. My approach is a
consultative model. My skill set is fluid and based on an operations perspective. My success
is in my ability to establish great relationship. In doing so, I providing compelling business
cases, making actionable recommendations, driving solutions where I both own the
experience by collaborating effectively with teams across businesses lines, influencing and
implementing necessary changes in products, processes, systems and policies.
I am skilled at identifying critical customer touch points for the purposes of enhancing the
customer’s operational experience.
As a Vice President in charge of both a strong balance sheet and a solid reputation within the
DC Metro market, I can be entrusted to help grow any business or government institution
from within. I believe living in and serving within the same community establishes both the
clients trust and the market share within any organization.
Finally, I certainly trust I could bring great value to your organization as I have extensive,
successful experience coaching diverse teams across multiple lines of business.
Thank you for your consideration.
Best,
Tony Cook
240-441-4215
