1.
Building a Customercentric Organisation
http://linkedin.com/in/janneohtonen

2.
Customer Centric Transformation
Change methods are evolving
rapidly and with good reason.
Currently accepted “best practice”
approaches miss opportunity and
simply take too long to be truly
effective in an agile work
environment.
The latest wave of Customer
Centricity is designed to create a
mind shift in approach to solving a
company’s most pressing
problems, focusing on the
Outcome and working backwards.

3.
How to create a Customer-Centric culture…
Best Practice
Next Practice
Symptom, defect, pain
Cause of Work, Point of Failure
Corporate Agenda, Customer Outcome
Complex
Appropriately Simple
Measures of Success
Internal and related to problem
Corporate Success Measures
Process specific KPIs
Change Methods
Slow, complex, foster resistance
Rapid, domain of all, inclusive
People
Controlled
Empowered
Common focus
Structure
Hierarchy/
Functional
Team
Systems
Prescriptive
Adaptive
Internal Activities
Customer Outcomes
End of chain
Segmented, Outside Organisation
Inclusive
Individual, Outcome Focus
Extrapolating the past
Extending the Customer Experience
Domain of the “gifted” few
“Hit and Miss” and often no focus
Expanding the Customer Experience
Potentially the domain of all
Change Focus
Processes
Measurement
Role of Customer
Preparing for the Future
Innovation

4.
Outside-In vs. Inside-Out Company
Outside-In = Customer Centric
Inside-Out = Organization Centric
 Decisions are made based on market
and opportunities for advantage.
 We will sell to anyone who wants to
buy from us.
 Profits are gained through a superior
value proposition.
 Profits are gained through cost
cutting and efficiency improvements.
 Customer knowledge is a valuable
asset and channels are value-adding
partners.
 Customer data are a control
mechanism and channels are
conduits.
 We know more than our competitors.
 Competitors are doing it, so it must
be good thing.
 Customers buy the expectation of
benefits.
 Protect the cash flow stream.
 Quality is defined by customers as
”fitness for use”.
 Customers buy performance
features.
 The best ideas come from living with
customers.
 Quality is conformance to internal
standards.
 Customer loyalty is appreciated.
 Expanding the customer base.

5.
How to structure your organisation?
Target
Customers
Successful
Customer
Outcomes
Outcomes
Outputs
Activities /
Tasks
Activity / task
Outcome
Output
Activity / task
Activity / task
Successful
Customer
Outcome
Activity/Task
Outcome
The Customer
Output
Activity / Task
Successful
Customer
Outcome
Outcome
Output
Activity / Task
This is a way to structure
your organisation based
on the customer. This will
lead us from the
successful customer
outcomes towards
everything that is done in
an organisation…
 Does this approach
challenge how we move
from “best practice” to
“next practice”?
 Is the division of staff
customer or silo
focused?

6.
Companies doing
it well…

7.
The results you get when the customer is
put at the centre of business…
The most successful organisations align every aspect of their
business to the customer to achieve:
Decreased costs
Improved customer experience & satisfaction
Increased and new revenue opportunities
Smaller customer churn & higher commitment
Higher NPS – Easier to sell to new customers
Higher customer lifetime value
More committed personnel

8.
A new wave of Customer Centricity
through Outside-In thinking
Outside-In thinking
is a way of managing
an organisation by
understanding and delivering
Successful Customer
Outcomes!

9.
Food for thought…
“If you use standard research methods you will have the same insights as
everyone else!”
“Customer Service shouldn’t be a department, it should be the entire company!”
“However beautiful the strategy, you should occasionally look at the results!”
“It is not the strongest of the species that survive, nor the most intelligent, it is
those most responsive to change!”
http://linkedin.com/in/janneohtonen

10.
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11.
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