Next Level Blog
FEBRUARY 1, 2022
In this post, I want to share a short checklist of things senior leaders need to think about and do to shape and drive cultures that make strategies successful. 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.
Harvard Business Review
JUNE 17, 2015
In this article we look at three very different organizations – IBM, Rich Products, and Intuit – and the three different paths they have taken in reconfiguring their operations for more customer intimacy, by changing methods, reengineering processes, and transforming culture. IBM: Applying a Hybrid Design-Thinking Approach.
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Harvard Business Review
FEBRUARY 2, 2018
Customer intimacy. Industrial giants have well-established brands, built strong customer relationships, and signed long-term service contracts. They’ve won the customer’s trust, which is why customers are willing to share data. In short, it is very difficult for a company to disrupt itself.
Harvard Business Review
FEBRUARY 3, 2014
In short, they want to come to the rescue of victory. We presented them with our range of acceptable terms and indicated that if we did not receive offers in those ranges, we were content to continue bootstrapping the company as we had a solid clientele. As an entrepreneur, how do you go from concept to traction?
Harvard Business Review
JUNE 24, 2013
having sacrificed customer intimacy for increased operational excellence gains through widespread cost cutting, are well documented. Tesco took care to develop and maintain mechanisms for listening to customers and a brilliant problem management system that quickly identified needed supply chain and other improvements.
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