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
SEPTEMBER 6, 2013
What is more important to company success, a strong external focus on customer experiences or an internal focus on effective and efficient operations? Bean have had lots of information about customers for many years that they have used to tailor offerings and services. As a direct marketer we have been good at customer intimacy.
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. This way, they can respond very quickly to new or changing customer needs, incrementally. The Future of Operations. Insight Center. Sponsored by GE Corporate.
Harvard Business Review
AUGUST 8, 2011
Know your customers intimately. Never settling, IBM management charged a taskforce with developing a personal computer to compete in the young, growing market for smaller, more versatile machines. Newly appointed CEO Lou Gerstner logged thousands of hours visiting customers, industry experts and analysts.
Harvard Business Review
JUNE 24, 2013
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. The danger is that their management approaches cannot sense or respond to shocks.
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