1. CUSTOMER CENTRIC ORGANIZATION FACTORS CONSIDERED: CASE STUDY
ANKOOR S DOSHI
HPGD/JA14/0644
SPECIALIZATION:
GENERAL MANAGEMENT

2. Customer Centric Organization

3. NEED OF CUSTOMER CENTRIC ORGANIZATION
Creating a positive consumer experience at the point of sale and post-sale.
A customer-centric approach can add value to a company by enabling it to differentiate itself from competitors who do not offer the same experience.

4. Why Customer Centric Organization?
Customers are the most important assets of any organization. To become competitive and ensure continued business, it is necessary to develop a customer centric approach touching all points of a customer interaction. A customer centric approach helps an organization to acquire, retain and grow customer base. One of the important ingredients for a customer centric approach is being sensitive to the client needs, the other being proactive interaction with clients. Effective management of customer needs is a key differentiator for businesses today.

5. Deliver the company to the customer…
Build a customer centric capability Perfect a lateral coordination capability Create a Leadership mindset You complete with your organization!

6. Star Model Strategy Capabilities Processes and
Different strategies = Different organizations
Organization is more than a structure
Alignment = Effectiveness
Capabilities
People
People
Structure
Structure
Practices
Reward
Rewards
Processes and
Processes
Systems
Alignment = Effectiveness

7. Unaligned Organization Design
Strategy
Structure
Work Processes & Lateral Capability
Metrics and
Rewards
People Practices
If strategy is missing, unclear, or not agreed upon
If the structure isn’t aligned to the strategy
If the development of coordinating mechanisms is left to chance
If the metrics and rewards don’t support the goals
If people aren’t enabled and empowered
CONFUSION
FRICTION
GRIDLOCK
INTERNAL COMPETITION
LOW PERFORMANCE
No common direction; people pulling in different directions
No criteria for decision making
Inability to mobilize resources
Ineffective execution; lost opportunity for competitive advantage
Lack of collaboration across boundaries
Long decision and innovation cycle times
Difficult to share information and leverage best practices
Wrong results; diffused energy
Low standards
Frustration and turnover
Effort without results
Low employee satisfaction

8. Purpose of Strategy
Strategy
Describes how the organization intends to respond to environmental demands and be successful.
Identifies how the organization intends to shape the environment/industry in ways that are favorable to the organization.
Gives people the rationale for coordinating their activities and decisions.
Strategy is the success formula – it provides the “why” behind decisions.

9. Purpose of Capabilities
Organizational capabilities enable strategy.
Capabilities are qualities or features which are required for organization success, such as skills, work processes, interdependencies, and alignment.

10. Design Criteria – Examples
Capabilities
Facilitate fast reaction to market changes
Deliver new services faster
Increase manager accountability for XYZ.
Move decision making out to those interfacing with customers.
Speed the creation of new products.
Enable integration of products and services.
Facilitate cost efficiencies.
Enable and encourage ever-increasing process efficiencies.
Optimize resource utilization – people and systems.
Foster the development of customer relationships.
Eliminate redundant work.
Deliver higher customer satisfaction.
Institute repeatable processes.
Build alliances with other organizations.
This is a laundry list of examples that you can actually use in a design session to show what good criteria look like.
Notice that they all start with a verb. Design criteria tell you what your organization must be able to do better than the competition.

11. Structure - Purpose
Structure
Sets out basic power relationships in the organization.
Determines how resources – people and funds – are allocated and coordinated.
Defines which roles/components are most central to executing the strategy.

12. Purpose of Metrics/Rewards
Reinforce strategy and direction setting processes of the organization.
Shape and motivate behavior and performance.
Reinforce the development of competencies the organization must have to carry out its strategy.
Attract and retain needed talent.
Reinforce the structural and work process design.
Impact culture.

13. Work Processes & Lateral Connections
Processes and Lateral Capability
Define direction setting framework.
Define decision making authority and responsibility.
Determine flow of communication between levels and across various parts of the organization.
Define critical connections and linkages within structure.

14. Purpose of People Practices
Determine the human capital required to carry out the organization's strategy now and in the future.
Organize to develop and use that talent. Ensure that the company derives value from its human capital.

15. 5 Qualities of Customer Centric Company
A lot of company says that they are a customer centric qrganozation but for some good reason .There are 5 qualities to look for when identifying truly customer-centric organizations:
Accessible : Customer-centric organizations make it easy for customers to connect with them, wherever, whenever they want to. That means making sure your site and customer community are mobile and search optimized, that you have a presence on relevant social media sites, and that it’s obvious to your customers how to get in touch with you.
Responsiveness :Social media has had a major impact on your customers’ expectations of you. Not only do they expect a response from you every time they reach out to you in any channel they choose to do, they expect it quickly!

16. 3. Empthatetic
It doesn’t matter how quickly you respond if you don’t respond with empathy!
Think about the way you’d talk to a friend with a problem. Yes, you want to help
them solve it. But first you want to make sure they know you’re listening, you
understand, and you care. Use the same approach with your customers, and
they’ll remain loyal to you, just like those friends
4. Cohesive
It’s hard to provide your customers with fast, truthful information if your departments exist in disconnected silos. One might want to know when your next product will be released; another might be wondering where you got that stat in your latest infographic; someone else may need more information about the features included in a particular package. Unless your company has a good way to communicate and collaborate internally, you won’t be able to provide these answers quickly or honestly. We use an internal community called The Satisfactory for this. What do you use?
5. Nimble
The whole point of opening up your company to customer feedback, ideas, and yes, even criticism, is to let it guide your internal thought and development processes.

17. CASE STUDY - SUMMARY

18. THANK YOU !