I am a member and was perusing the latest free magazine. Whether it’s a promo puff or not there was a very enlightening article. Long before it was fashionable CostCo had a customer centric philosophy. Still does.
People make a big deal about transformation, customer-centricity (language mangling that only a management consultant could love and perpetuate), customer centred organisations, customer first blah, blah, etc, etc, etc.
The theory isn’t hard. Start with a respect for your customer and ensure that no matter how big the organisation grows that that respect remains. Alone that will shape your growth appropriately.
The learning from this? The respect for the customer starts at the beginning and the focus should never waver.
No it’s not. The first post is just an attempt to bring some really simple clarity to a topic that seems – in business circles – to have a lot of smoke and mirrors applied to it. I suppose that if you make your audience blind then you can charge to clear the air. Hey, welcome to the world of average Management Consulting!
Very sadly – for me – I was lying awake at 0530h thinking about the previous post of Strategy vs Tactics. It’s not simple and I think that the other key point to make is that you can also have a sub-strategy to achieve your overall strategy. I have even heard the overall strategic objective of being “there” instead of “here” not being referred to as strategy but a goal. I think these kind of differences are semantics and tend to involve more smoke and more mirrors. Use the term you are comfortable with but understand that the tactics – individual actions – differ.
There is of course the way that you go about achieving the overall strategic objective. I would also call this a strategy. E.g.: do you batter the front door down or tiptoe around the side and look for an open window? I am not trying to teach you individual strategies here – this is the Sun Tzu stuff I referred to in the previous post – suffice it to say that most people seem to go for the batter the door down approach when there are many many more elegant and efficient ways to achieve your strategic goal. They have a problem for some in that they are inherently more intellectually demanding and less about brute force.
Ask yourself, are you smart or just massively strong?