Five objections to The One Rule

In last month’s post I identified The One Rule for strategy in a customer-driven organisation.

Everything relates to delighting customers

The use of the word delighting is important: it means achieving the customer’s desired outcomes.

The word everything is important as well as it’s likely to be the source of a number of questions or objections that might be arising. Let me deal with the ones that I can think of… Continue reading “Five objections to The One Rule”

The one essential rule for customer strategy

It’s not that complicated

I’ve been thinking a lot about simplicity lately, partly because simplification is a major outcome of knitting fog and partly because I am starting to feel a bit overwhelmed by articles with titles like ‘N top tips to improve your Customer Experience’ or similar where N is usually an odd number between 5 and 25 . If I add together the various Ns I have too many rules, tips and hints to keep in my head at once so, as an antidote to tip overload (the tipping point?) I have identified the one essential rule you must adhere to when defining – and implementing – customer strategy.

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Transforming to a customer-led business: a potential model

Is there a recipe for transformation? Can a business genuinely transform itself to be customer-led? How do you get started? I attended a breakfast discussion on the topic of transformation with a group of fellow Comotion associates recently and whilst these questions are straightforward, some of the answers challenge accepted wisdom on strategy and transformation. Continue reading “Transforming to a customer-led business: a potential model”

Developing a new operating model: agile or fragile?

Designing and implementing a new operating model is one of the biggest challenges an organisation can undertake, and increasing pressures and strategic priorities mean that results need to be achieved in a shorter and shorter timescale. Do the agile approaches that have arisen over the last few years – mainly in the development of digital products and services – provide a way of meeting these demands and creating organisations fit for the future? Or does the slow and steady ‘classic OD’ approach provide a more lasting solution that fits with larger organisations’ ways of working.

Continue reading “Developing a new operating model: agile or fragile?”

Don’t get SMART, get DUMB too

SMART objective in sight
The author with a SMART objective in sight

It’s still, just about, the beginning of 2017 and definitely time – if you haven’t already done so – to set some objectives for the year. Set them already? Done your tax return? All set for February’s challenges? Good for you – this post might not be for you, however if you still have a nagging sense of self-doubt after all that efficiency, read on…

Continue reading “Don’t get SMART, get DUMB too”