Customer Intimacy Development Management Operations 
Lead Change Blog
APRIL 26, 2011
What is your organization’s claim to fame—operational excellence, customer intimacy or product leadership? If your focus is customer intimacy, do the employees who personally excel at operational excellence and product leadership feel engaged or disenfranchised in your workplace?
Next Level Blog
FEBRUARY 1, 2022
The authors argued that companies had to pick between one of three paths to value creation and success in the market – operational excellence, customer intimacy or product leadership. Back in my own days as an executive, I was hugely influenced by a book called The Discipline of Market Leaders.
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Harvard Business Review
MARCH 29, 2013
Most organizations continuously strive to achieve operational excellence, but they spend less effort understanding customer needs — and few marry these two sources of customer value effectively. In 1996 Tesco adopted Toyota Production System approaches to take its supply chain operations to an even higher level.
Harvard Business Review
JUNE 17, 2015
Yet wanting to be closer with customers, and knowing what actual, operational pathways to take in order to achieve this are two very different things. Consider the battle waged by IBM’s software development teams between competing methods for getting closer to customers. The Future of Operations.
Harvard Business Review
AUGUST 8, 2011
Throughout the 1920s, and even in the midst of the Great Depression in the early 1930s, he kept the company focused on what was then cutting-edge tabulation — the punch card machine — pouring profits back into research and development. Know your customers intimately. The deadline for the IBM PC's introduction was Fall 1981.
Harvard Business Review
JUNE 24, 2013
If lucky, a start-up grows and develops a success formula. having sacrificed customer intimacy for increased operational excellence gains through widespread cost cutting, are well documented. Organizations worry about fine-tuning their operations to handle the typical situations. and in its home market in the U.K.
Harvard Business Review
APRIL 18, 2013
Creating products and services for market segments of one (" mass customization ") isn''t easy. The only way it can happen: marketing, IT, operations, and human resources functions must collaborate in unprecedented ways. Developing customer trust requires managing interactions sensitively in an environment of increased transparency.
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