The document discusses designing organizations around the customer. It describes customer-centric strategies and how organizations can become more customer-centric through their strategy, structure, processes, rewards, and people. Key aspects of customer-centric organizations discussed include having a customer-centric strategy, capabilities, and understanding different levels of customer-centric intensity an organization may need.

1. 5 Designing Around the Customer
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2. หัวข้อบรรยาย/กรณีศึกษา
1 แนวคิดทฤษฎีองค์การ
2 โครงสร้างและการออกแบบองค์การ
Focus on task performance and structure
Focus on motivation
Focus on adjustments to the external environment
3 หลักการการออกแบบองค์กรที่มีประสิทธิภาพ
4 Fundamentals of Organization Designพื้นฐานแนวคิดการออกแบบโครงสร้างองค์การ
C 1 : Harvard Business Case / NYPD New
5 Designing Around the Customer
C 2 : Harvard Business Case /Transformation at Ernst & Young United Kingdom
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3. Customer-Centric Strategies
• What Is Customer-Centric?
– Strategy
– Structure
– Process
– Rewards
– People
• The Drive Toward Customer-Centricity
• Customer-Centric Strategies
• Customer Profitability and Segmentation
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21. Customer-Centric Organizations
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•
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Strategy Locator: How Customer-Centric Do You Need to Be?
Customer-Centric Capabilities
Customer-Centric Light
Customer-Centric Medium
Customer-Centric Intensive
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23. LEARNING FROM…
THE POWERFUL OFFICE
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24. Learning from… The Powerful Office
An Organization:
A SOCIAL Institution
Made of PEOPLE
Playing a ROLE
And INTERACTING between each other.
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25. Learning from… The Powerful Office
• Things evolve… New people comes in… and both can have some impact…
• Beyond the formal line of authorities there are relationships, formal and
informal, between people…
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26. Learning from Toyota
• Toyota's success: encourages every worker, no matter how far down the
production line, to consider himself a knowledge worker and to think
creatively about improving his particular corner of the organisation.
Source: The Economist “The new organisation: a survey of the company”
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27. Learning from…MUCH / MRH
Facing the growing complexity…
Matrix forms &
process organization
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28. Learning from… MUCH / MRH
• CHANGING THE CULTURE…
… beyond the organization’s structure…
cultivate a
collective sense of responsabilitity
among employees
Source: Majchrzak, A. & Wang, Q. «Breaking the Functional Mind-set in Process Organizations» HBR
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29. Learning from…IBM
Either…
• Splitting IBM businesses… or
• Integrating into 1-activity
• How to explain the two logics?
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30. Learning from… IBM
§ Splitting IBM businesses
§ In reaction to the new environment: new competitors providing narrow/
horizontal slice of the total package;
§ Customers’ support:
§ To break up IBM’s pricing umbrella (bundle prices)
§ Interest in getting computing power to the individual employees;
§ To bring more competition into the marketplace;
§ A financially-market driven strategy: IPO of many companies…
§ For many IBM executives, an organizational and cultural logic, where
each entity already first perform in its own turf.
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31. Learning from… IBM
§ Integrating into 1-activity
§ A client-driven logic: at the end of the day, the customer needs an
integrator, to create value
§ Problem solving
§ Ability to apply complex technologies to solve business challenges
§ integration
§ In this new environment (with tens of thousands small companies) IBM ‘s
scale and broad-based business capabilities were its competitive
advantage
§ A new organizational and cultural logic: performance is measured in
terms of contribution to the whole…
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32. Learning from… IBM
§ A new conception of IBM’s business model:
§ Based on two emerging forces:
§ Customers would increasingly value companies that could provide
solutions that integrated technology from various suppliers and integrated
technology into the processes of an enterprise.
§ Networked model of computing would replace the PC-dominated world of
1994.
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33. Learning from… IBM
• A new conception of IBM’s business model
• Creating a Global Enterprise:
– Capitalizing on its ability to “integrate all the parts” for the customers.
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34. Learning from…IBM
§ A new conception of IBM’s business model:
§ A services-led model:
§ Designs, builds and delivers integrated technology solutions.
§ Build the largest and the most influential services business in the IT
industry.
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35. Learning from… IBM
§ A new conception of IBM’s business model:
§ Pulling together all of IBM’s software assets under a single executive… In a
world of open standards… focus on the “middleware”…working “cross
platform”
§ Acquiring Lotus to complete the middleware portfolio and enter in the world of
“collaborative computing”.
§ Leaving “application software”… and partnering with application software
developers
§ Enter the technology components marketplace.
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36. Learning from…IBM
• A new conception of IBM’s business model
• Integrating IBM:
– Organization / Brand Image / Compensation
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37. Learning from…IBM
• A new conception of IBM’s business model:
• Organization:
– Breaking up the fiefdoms: from geographical organization to a global,
customer-oriented organization.
• Brand Image:
– Global and unified brand
• Compensation:
– Pay for performance; stock-based compensation; bonus link to overall
IBM’s performance
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38. Learning from…IBM
• Which activities should be kept, outsourced or abandoned.
To protect and develop
the “integrator" role,
to better-served the client:
stay on “focus”
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39. Learning from… IBM
• Which activities should be kept, outsourced or abandoned.
• Sell unproductive assets and not essential for the company, to raise cash:
(examples: Expensive training centers, Fine-art collection, Federal Systems
Company/national security and space programs…)
• Leaving “application software”… and partnering with application software developers
(no longer competing against them)
• Selling the IBM network ($5 billion) to AT&T… a part of the stack that was not
strategically vital… and avoid huge capital investment to maintain the network.
• Exit the DRAM business… exit the hard-disk-drive business…
Selecting markets and competing on the basis
of a distinctive, sustainable competency.
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40. Learning from…IBM
• IBM transformation of the management roles and organizational culture.
• A culture of collaboration…
– Organizational structure and processes that favour the collaboration…
the expression of a new culture.
• Managing by principles…
• Focus on the outside: the client.
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41. Learning from…IBM
• IBM transformation of the management roles and organizational
culture.
• For the Mature Business (H1)
– Operators: deep functional expertise
• For the rapidly Growing Business (H2)
– Business Builders: entrepreneurial
• For the Emerging Business (H3)
– Visionaries: unconventional thinkers.
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