Category Archives: Market Responsiveness Index

Applying Ethan Evans’s (Ex-VP at Amazon) Secrets of the Magic Loop to Your Career Development as a Customer Experience Professional

As a Customer Experience (CX) professional, we are always looking for ways to improve the customer journey and our career growth. One of the most effective ways to do this is to apply Ethan Evans’s Magic Loop approach to your career development. Ethan Evans is a former VP at Amazon with extensive first hand experience of what it means to be customer-obsessed. His Magic Loop approach has helped numerous professionals achieve their career goals. I have adapted his model to add my take on it but of course all the credit goes to Ethan for developing this great model. You can see the full model laid out here. Let’s dive into how you can apply this approach to your own career development.

Step 1: Self-reflection – Are you doing the best job you can in your current CX role?

The first step to applying the Magic Loop approach is simple but critical: Self-reflection. Take a moment to reflect on your current position and assess your career goals, what you want to achieve, and where you want to be in the future. Analyze your CX strengths and weaknesses, which areas interest you, and what you would like to learn and improve. Are you strong in customer survey research? Great dealing with customers one on one? Able to build journey maps? Can you influence team or organisational culture to be more customer centric? Are you good at building CX business cases?
Make a list of actionable steps to achieve these goals and develop a plan with a practical timeline. The more specific and measurable the objectives, the better you will be able to increase your skills and improve your career growth.

Step 2: Experimentation – How can you help your manager?

The Magic Loop approach suggests that experimentation is essential to career development. Ask your manager what you can do to help, then do it. Be open to new experiences, take advantage of networking opportunities, and exit your comfort zone. Try and learn new things, take new courses, involve yourself in different projects, or volunteer to gain new skills. Engage leaders in other functions, gain a broader and deeper perspective of the business. Exploring new areas can help you see opportunities from different perspectives, allowing you to utilize various perspectives to solve problems more effectively.

Step 3: Make sure you implement

Whatever your manager asks, take it on, get it done. After this experimentation, evaluate your experience and knowledge. Reflect on the new skills you’ve learned and explore how they can be used to enhance your career development. Analyze whether the skills align with your career goals, the challenges you faced, what you enjoyed, and what you found challenging. Use this feedback to adapt your plan and determine what steps you need to take to continue your learning journey.

Step 4: Ask your manager how you can develop further so you can advance your CX career

The final step is to collaborate with your manager to advance. Use the evaluation feedback to improve your plan and reinforce your strengths. Identify what areas you want to improve and focus on learning new skills relevant to your career goal. Seek feedback from your manager, colleagues and other leaders, and identify gaps between your current skills and your career goal. Use this feedback to tailor your personal development plan so that it aligns with your career goals. This feedback loop mirrors the one that many of you are responsible for in your organizations, the customer feedback loop.

Step 5: Do as they recommend to improve your value.

Again make sure you take on their recommendations and stretch yourself to demonstrate your value as a CX pro, take on a new challenge that will grow your competency and contribute to the business.

Ethan recommends for those who are more advanced in their careers that they recommend ideas.

You could use language like this to suggest an idea, “I noticed that we are becoming a little too internally focused and sometimes we forget to get customer input. I’ve been thinking we could get the team’s input by running a simple customer-centric culture assessment to gather everyone’s view. Would that be helpful?”

The most successful CX professionals we know have taken on the challenge of influencing their organisations level of customer centric culture. What better way to have impact than to help change the environment within which your organization operates!

In fact as I am writing this post, there is a team of awesome CX professionals enrolled in the Masters of Customer Experience Management at Michigan State University currently undertaking their own projects to determine their organizations’ level of customer centricity.

For them it is a great way to get their senior leaders involved in a conversation while providing valuable data on how they benchmark versus the best and uncover the hidden factors that maybe stopping their organization’s growth.

Repeat this Magic Loop!

Conclusion:

Ethan Evan’s Magic Loop approach is a proven way to build your career. Its cycle is designed to encourage movement and improvement. As a Customer Experience (CX) professional seeking career development, using the Magic Loop approach can help you achieve your goals and reach your true potential. The Magic Loop approach will allow you to assess your current career position, encourage experimentation, assess your learning experience, and reinforce your new skills while closing the gaps.

So, take that first step today, and start experimenting, why not try the MRI Benchmark, a customer-centric culture assessment tool, and witness the magic of the loop approach unfold in your career!

You can’t handle the truth – why most leaders say they want their businesses to be customer-centric but aren’t willing to take the first step

Feel fear and do it anyway - text on napkin

Creating a new business that endures over a long time is hard. We all know the statistics; 80 % of companies fail within the first 2-3 years.

What separates the businesses that sustain from those that wither away? Customer obsession. These companies have found a problem worth solving, a need that must be filled, and customers willing to pay. It all sounds simple.

What happens when these businesses grow up?

Over time their success breeds complacency. They no longer have to fight to win every customer; customers come to them; life is good. Leaders become managers and get paid to manage things already in place. The focus becomes the numbers, and the tail begins to wag the dog.

In markets where growth is turbocharged, mistakes are brushed under the rug. “So we stuffed up for that customer. There will be another one to replace them….”

It all goes well until the music stops; the tide goes out, and companies are exposed. Suddenly new products or services start failing not because they are bad products or services but because customers have lost trust. Managers have not been paying attention to the real source of revenue and profits – loyal customers.

Things have changed, growth has stalled, reputations decline, and customers are walking away.

Time for some customer-centricity.

The time has come to take a hard look at the business, how we are operating, what needs to change. We need to shift to a more customer-centric way of doing business!

Where do we start? How do we make it happen?

Like any and every major accomplishment in human history, everything great begins with one step forward.

In this case, that step is to take a realistic view of exactly how customer-centric you are as a business. For many that small step maybe a step too far: they don’t want to know.

Feedback hurts – it can feel like a knife twisting, gauging a hole in our being. It instills fear, even panic in us. And yet it is the truth, the way we perceive things is the way they are no matter what stories we want to tell ourselves.

So why do leaders say they want their businesses to be customer-centric but are not willing to take the first step?

Fear.

Fear of failure.

Fear of exposure.

Fear that it will distract.

Fear that it cannot be sustained.

Fear that they cannot do anything to change.

So what is the antidote to all this fear?

Just do it. Find out where you stand with a quick assessment of just how customer-centric your organization is and then take some simple steps to begin your improvement journey.

A funny thing happens when you face your fears – you grow.

If you think it is time to face your fears and improve your business find out more about our unique customer-centric culture assessment here

Why Customer Experience fails in organizations!

Contemplating cx failure

Recently I asked a colleague, Sean Gallagher, President at Influence
Success, to review our book, The Customer Culture Imperative,
compared with other books that address the area of customer
experience.

He said”: “Many books on customer experience are useful and
interesting reads. And I found Professor Phil Klaus’ book (Measuring
Customer Experience) and Fred Reichheld’s book (The Ultimate
Question 2.0) very useful because they are based on real scientific
research.

What do Zappos, Starbucks, Ritz-Carlton, Oasis, Disney, Nordstrom,
Apple, and Amazon have in common regarding how they run their
business? They all share best practice techniques in a variety of
areas that anyone can theoretically copy. Countless number of
companies have tried to copy these best practices and failed. Why?

All these companies are amazingly different. What is the common
thread used to drive superior customer experience and superior
profitability at these companies? Their cultures! And all their
cultures are different on the surface. Amazon is very different from
Zappos, even though Amazon owns Zappos.”

Sean said: “For my money, the most valuable (and readable) book on
customer experience is called The Customer Culture Imperative: A
Leader’s Guide to Driving Superior Performance. The authors studied
the academic research that uncovers the elements of culture that
enables a firm to create a strong customer-focused culture that
delivers both superior customer experience and superior
profitability. They use numerous real-life examples to illustrate the
elements of culture that make all the companies listed above different,
but the differences are rooted in the same soil.

Customer experience best practices are important but are bound
to fail unless rooted in the soil of an organization’s culture.

The Customer Culture Imperative is the best book I’ve found for insights
on transforming a culture that can deliver both superior customer
experience and superior profitability.”

Our vision at MarketCulture is to help leaders understand the importance of building a customer-obsessed culture by engaging of employees. Our assessment, the MRI, provides valuable feedback to help leaders act on what is vital to creating great customer experiences, which will lead to increased business performance.

Is your company customer obsessed? MarketCulture has a unique tool that can provide the strengths and weaknesses of your customer culture against 100’s of companies like Virgin, Apple, Google and Amazon. Ask us for free pilot today!

Customer Obsession: Its a Mindset! Here’s one senior leader’s take on it.

john_stanhope_cfo

I have known and worked with John Stanhope over many years. John had a long career with Telstra culminating as CFO. He is now Chairman of Australia Post. Ever since I have known him he has had a customer mindset. Almost an obsession!

When I spoke to him about the mindset challenges in today’s business he said: “Today the focus must be on ‘customer innovation’. Many companies focus on innovation, but it is customer innovation that counts. At Australia Post our customers want their parcels anywhere, anytime, so we ask: How can we provide a great delivery process that gets better and better over time and do it profitably? Innovation must occur to meet our customer’s need and expectation of ‘anywhere, anytime’.”

He says all leaders must have a mindset that is externally and future-focused. This includes foresight and peripheral vision with future customer needs and changes in customer behaviour as central. This is what drives customer innovation.

To develop this mindset leaders must have a relentless pursuit that everything is about the customer. John says: “There are little signs that tell you. At the start of a meeting ask – Is this about our customers? If not, don’t have the meeting. Another key sign is ‘language’.  How do you frame a problem or an issue? Is it framed in terms of the customer or not?”

I asked John how you get this mindset. He says: “ There are many factors, but I think a key one is that you must immerse yourself with customers. Ask them questions, listen to what they say, observe their behavior and then put yourself in the customer’s position. If I were the customer, what would I want to solve this problem? How would I like to be treated? That applies to anyone in a business no matter what level and what function.”

In every company that is continually successful at innovation, there are leaders and employees that have a customer obsession mindset. Like Amazon, that has developed a customer-obsessed mindset and a customer culture to match, this is required for sustainable success.

The only way to future-proof your business, your leadership or your team is with a strong adaptable, innovative customer culture.

Learn more here

Why are so many customer-centric leaders on their own?

businessman thinking in office

Many customer centric leaders we have spoken with are facing challenges they did not expect. While they themselves understand the imperative for a customer culture that will drive future business performance and sustainability and act as role models in leading the business in this way, so often they feel alone and frustrated at the top. Despite their best efforts their leaders don’t see it in the same way.

Why? Because their direct reports are still operating with a functional mindset. Or they see proposed initiatives to strengthen the culture to improve customer experience as extra work they don’t have the time for. Or they don’t understand what it means to be a customer-centric leader and why it is critical in today’s disruptive business environment. And this is spiraled down to middle management and to the people who report to them.

This is perpetuated by managers’ KPIs that are primarily functionally focused. This creates silos, lack of collaboration and lack of effective support for organization-wide initiatives.

This is not solved by ad hoc efforts to get people on board.

It requires a commitment to an organization-wide initiative that measures and benchmarks the current level of customer-centricity and engages leaders at all levels for the their inputs. It requires the development of a customer-centric strategy designed to align people with purpose and job relevance that connects the value they deliver to the customer. It needs to create a focus on easy to understand, credible and robust organization-wide customer metrics that everyone can buy in to. This needs to be part of an implementation roadmap of digestible steps that inspire people to participate in and carry through.

Above all, this must be tangible, meaningful and actionable.

Often the hardest part for a senior leader feeling all alone and frustrated by his or her team members that don’t ‘get it’ is to make a start.

The best place to start is to get a tangible benchmark of where we stand today as a business against the most customer-centric organizations in the world. This assessment involves the participation of all leaders and places a mirror to our business. The Market Responsiveness IndexTM (MRI) is a powerful tool to help you get your team on board. It is an assessment tool that will show you that you are not alone – in fact there are many others in different parts of your business and at different levels that think just like you do.

And they, just like you, want to make a difference that counts.

Build this capability in your organization check out our MarketCulture Academy.

Why aren’t Public Service Organizations Customer-Centric?

(Photo credit: UCSF)

The Department of Motor Vehicles (Photo credit: UCSF)

Why aren’t many public service organizations like health, tax, education, transport and treasury or utilities such as power and water authorities customer-centric? Public service agencies differ markedly. Some have an exclusive franchise – public schools, police and roads that are taxpayer funded or water and electricity transmission monopolies that are customer funded. Others operate in competitive markets such as postal and parcel services.

But the case for customer centricity is compelling.

The Case for Customer Centricity

Countless studies have documented the link between organizational culture and organizational performance. Specifically, many studies show that a customer-centric culture drives superior service and value for customers resulting in an experience that creates customer satisfaction and advocacy. This in turn drives exceptional organizational performance in terms of productivity, new product/service success, innovation and financial performance.

Government departments and public service organizations have clearly defined missions to provide a service to their constituents. Each reports to a government official who is part of a central, state or local government that represents a community – much of which is made up of customers that experience the service. Poor experience leads to complaints, that in turn, ultimately affects votes for public officials if service is consistently bad.

Public service organizations that do not understand their customers’ changing needs, or worse, don’t care about their customers, will receive complaints that require additional resources to solve. This creates stress for both employees and customers and takes resources away from their core roles. The momentum and complexity of global change are challenging all organizations, including government agencies, to move faster, work smarter, use their resources more effectively and think further ahead.

Most senior leaders of these organizations know this!

What’s the problem?

Many public service organizations try to focus on their customers, but wonder why their customer service programs have not really worked. A key reason is that senior leaders do not understand the difference between customer focus and customer centricity.

If you ask different people in your organization whether it is customer focused or customer-centric you will probably receive a variety of answers. If you then ask them what they mean by that you will probably get many more. Often many senior managers believe their organization or department is customer-centric while others will strongly disagree.

Another reason is that public service organizations do not measure customer centricity and make it a key performance factor for assessing leader and team performance.

The best starting point is to agree on what customer centricity is and then measure it for your organization. This will get everyone on the “same page” and create the mindset and benchmark that enables you to focus on things you should do to strengthen it.

What is customer centricity?

Research tells us that customer centricity requires a particular culture – a shared system of values and norms (mindset and behaviors) that focus all employee activity on improving the customer’s experience. Values define what is important and norms define the appropriate mindset and behavior that leads to what people do.

Leaders of customer-centric organizations have found that customer centricity is defined by the capability of an organization to understand, predict and respond to customer, market and external environment changes. It is based on the mindset: “what’s best for the customer is best for the organization” and a set of employee behaviors where the customer is central to the decisions they take and how they are implemented. This does not mean that you give customers everything they want, but by understanding their current and future needs you are best able to deliver value that will satisfy them in meeting their objectives in a way that meets your own goals. Customer centricity should transcend all departments and functions and be an integral part of the way employees behave and perform.

How do you measure it?

There are now valid measurement tools available to benchmark your organization’s level of customer centricity. Based on empirical research two tools can be used to assess where you are. The Market Responsiveness Index is relevant to competitive environments and benchmarks the capabilities of your organization on 7 factors. The Customer Responsiveness Index (CRI) is relevant to the vast number of non-competing government agencies and utilities and benchmarks the capabilities of your organization on 6 factors. Both tools reach into a global database to enable you to compare your level of customer centricity against the best… and the worst. But more important they enable all staff to understand what customer centricity is and what actions you can take to embed it in your organization as a sustainable culture.

Three steps for getting started

The following three steps will create some effective momentum:

  1. Hold a forum of leaders designed to create awareness of what real customer centricity means. This may include a debate on whether your organization is customer-centric with one team taking the positive stance and the other team taking the negative view. This will expose different views and help people understand what “being customer-centric” means.
  2. Measure and benchmark your organization’s level of customer centricity and identify strengths and weakness on the customer-centric factors that drive your performance.
  3. Conduct a leadership workshop designed to review your strengths and weaknesses and develop plans to act on the most important priorities ensuring that all leaders are involved.

These 3 steps will lead you to actioning a customer-centric plan based on an objective understanding of where you stand, some milestones and targets to be achieved and a roadmap to get there.

You will find some valuable tools, case studies and examples to help you through these steps in The Customer Culture Imperative: A Leader’s Guide to Driving Superior Performance, McGraw-Hill New York, 2014 by Linden R. Brown and Chris. L. Brown. (The foundation of the research is in Appendix 1, pages 273-287.)

Breaking down company silos with internal social media tools

cross-functional collaboration

In a recent project with a large Energy company, I was working with the senior management and staff to help develop and embed a customer-centric culture. It is their belief and mine (based on extensive research) that a customer-focused business will drive ongoing prosperity. In our research, along with that of many others, we have found that an important factor in enabling a customer culture to become embedded is internal cross-functional collaboration. We found senior and middle management in the Energy company were stymied in their attempts to focus on customers by emails and informational meetings that dominated their work day. Functions were working in silos with very little cross-function collaboration referencing customers and how to increase customer value.

This is typical of so many large organizations.

Don Tapscott, the author of several books on the impact of digitization on our work world, discusses new forms of collaboration in his newest book, Radical Openness: Four Principles for Unthinkable Success.

In an interview in September 2012, recorded in the McKinsey Quarterly, Tapscott described the new social media tools for collaboration:

“How do we get beyond e-mail to these new social platforms that include an industrial-strength social network? Not through Facebook, because that’s not the right tool. But there are tools now: wikis, blogs, microblogging, ideation tools, jams, next-generation project management, what I call collaborative decision management. These are social tools for decision making. These are the new operating systems for the 21st-century enterprise in the sense that these are the platforms upon which talent—you can think of talent as the app—works, and performs, and creates capability.

We had this view that knowledge is a finite asset, it’s inside the boundaries of companies, and you manage it by containerizing it. And this was, of course, illusory, because knowledge is an infinite resource. The most important knowledge is not inside the boundaries of a company. You don’t achieve it through containerization, you achieve it through collaboration.

So, there’s a big change that’s underway right now in rethinking knowledge management. It’s really moving toward what I would call content collaboration, as opposed to trying to stick knowledge into a box where we can access it. E-mail is sort of like what Mark Twain said about the weather. Everybody’s talking about it, and nobody’s doing anything about it. We have to get rid of e-mail.

You need to have a new collaborative suite where, rather than receiving 50 e-mails about a project, you go there and you see what’s new. All the documents that are pertinent to that project are available. You can create a new subgroup to talk about something. You can have a challenge or an ideation or a digital brainstorm to advance the interests of that project. You can co-create a document on a wiki. You can micro-blog the results of this to other people in the corporation who need to be alerted.”

This thinking and these tools apply directly to sharing knowledge about customers and competitors. Effective use of the tools can have a substantial impact on innovation, competitiveness and customer value if they are directed towards sharing across the business a deep understanding of customers, competitors and the changing market environment. This will strengthen an organization’s customer culture which in turn will drive future growth and profitability.

How would you rate your level of cross-functional collaboration? To what degree are you using the new social media tools for internal collaboration? Why not benchmark your level of collaboration and take action to strengthen it?

If you want to build this capability in your organization check out our MarketCulture Academy.

4 ways Electronic Arts navigated major Tectonic Shifts impacting their Customers

tectonic_shifts_in_technology_and_customer_impacts

Many industries today are experiencing market and technology shifts in their marketplaces that are somewhat like the clashing of tectonic plates that cause earthquakes and tsunamis. Industries including publishing and printing, education, telecommunications, media, advertising, health and retail are all facing massive change. How does an organization navigate a techtonic shift?

Electronic Arts Labels (EA), the world’s leading developer and publisher of interactive entertainment  faced a techtonic shift in 2007 with the rapid change occurring from retail packaged goods products to new digital delivery platforms. The new CEO at that time, John Riccitello, presented his vision as a burning platform – you are in the middle of the ocean on an oil platform that is on fire. You either hold on and ride it down or you jump off and face the unknowns of a swirling ocean.

In his article titled “Getting into your customers’ heads”, Krish Krishnakanthan finds out what EA had to do to navigate this techtonic shift. To transform from a retail products business to a digital supplier using new platforms such as social networks, mobile phones and tablets.

The key success factors:

1)   Measuring and tracking customer usage of games, external gaming-publication reviews (critical review success is linked with sales performance). For that part of the business with direct sales to consumers, they use technology to measure customer interactions and the lifetime value of each customer.

2)   Changes in the competitive landscape with low entry barriers and the emergence of small game developers has required  EA to restructure its business to give decentralized profit and loss control to product line/brand managers to enable them to compete with specific identified competitors.

3)   Enhanced communication and collaboration between development teams and marketing teams to co-ordinate go-to-market strategies.

4)   Scanning the external environment through consumer blogs and social media to identify new shifts in consumer opinion, competitive plays, new technology impacts on customers and economic forces affecting the market. This has required a culture change by EA. One which centers their whole business around the customer. An adaptive, future focused customer culture has enabled EA to cross the chasm created by the techtonic shift they faced.

Staying on the “oil platform’ would have meant riding the business to the bottom – out of business. Is your industry facing a techtonic shift? If so, check where you stand on “customer culture”. Is it strong enough to be adaptive and resilient to the storm ahead?

Has Cisco got its strategic alignment right?

creating alignment in a roller-coaster economyCisco’s roller coaster 2012 was due in part to the Eurozone crisis that took a heavy toll on network spending and a subdued US market. It seems set for a better 2013 due to restructuring initiatives, undertaken during 2012, and more favorable prospects in its U.S. market.

Analysts at Forbes report that Cisco has scaled back its ambitions to diversify into 30 new businesses and instead is focusing on those areas that add value to its core routing and switching businesses. As a result, it has restructured its operations and cut jobs in areas that are not its core focus, making the organization leaner and more efficient. It helps Cisco to benefit more from the long-term growth trends of data demand and cloud computing. The analysts report that Cisco’s

“fundamentals remain solid due to the ongoing transition from wired to wireless networks, the burgeoning usage of data on both mobile and wired networks as well as a strong demand for cloud-computing routing solutions on the enterprise side.”

Cisco has also announced the acquisition of Meraki, a smaller networking firm that provides cloud-based services to small and mid-sized companies. This acquisition gives Cisco a big opportunity to tap into the fast growing mid-market segment as well as use Meraki’s product line to create a compelling cloud-based platform for bigger customers down the road. With businesses increasingly looking to move to the cloud and networks becoming more software and cloud-focused, Cisco’s move will help it address changing trends and compete better with fast-growing rivals such as Aruba Networks. Alcatel Lucent’s recent foray into core routers also poses a risk for Cisco.

The omens are good for Cisco, but the combined effects of restructuring, refocusing, acquisitions and more aggressive competitors place substantial strain on the resilience of its culture.

While senior management might be clear on strategy and focus, does strategic alignment exist across the reduced workforce and the recently acquired Meraki?

Has the company retained its innovative customer-centric culture? Is the company measuring and benchmarking its customer-centricity to identify any potential weaknesses and associated risks to growth and profitability?

For Cisco to gain the momentum that analysts expect it will need to ensure its strategic re-alignment is embedded in all parts of the business. This means that all employees and contractors need to understand what the strategic focus is and how it translates into their everyday work. They then need to consistently act to support it and the goals of the business by providing superior value to customers.

There is no room for complacency at Cisco. We have seen the havoc that has been wrought on Hewlett-Packard’s culture and its subsequent business performance through acquisitions and frequent refocusing in recent years.

Do you have strategic alignment embedded in your business?

Has your business undergone restructuring and refocusing in the last 2 years?

Do people in all functions and groups know your vision and strategy and exactly how they are supporting it in their everyday work?

The only real way to find out is to measure and benchmark your level of strategic alignment.

What is Hewlett-Packard missing in creating its future? Only the most important ingredient!

the missing piece - customer culture

Almost all organizations develop annual plans and budgets. Many have strategic plans that are designed to chart their way through the next 3 to 5 years. A few use scenario planning to identify possible future environments and plot strategies and contingencies to deal with different scenarios as they occur.

In Chaotics, authors Philip Kotler and John Caslione demonstrate that it’s a simple and profoundly important fact that the practice of management needs retooling. They go on to provide business leaders with a system for navigating the turbulent times we are facing.

The tool that most companies have missed in working to create their futures is the adaptive, future oriented, customer-centric culture that enables them to prosper in an environment of continuous change and turbulence.

Hewlett-Packard is one of many examples of missed opportunities and lack of attention to cultural fit – both in terms of the absorption of their acquisitions such as its latest debacle with Autonomy and through losing its customer-centric culture led by a succession of CEOs that lost focus on what has made HP great – its people and their relationships with customers (supported by quality products).

HP cannot re-create its former greatness unless it revisits the fundamentals of developing an adaptive, future-oriented customer culture. To do this it must start by measuring its current level of customer-centricity in all its businesses – in all functions and in all groups. This will tell it where its strengths and weaknesses lie and what it needs to do to create the culture it needs for the future. These measurement benchmarks will tell HP which parts of the business are most at risk to current and future turbulence and what it must do to mitigate those risks. They will also tell HP what they can expect in trends in business results (revenue, profit, customer retention, new product success) in different parts of their business.

If HP does not use the right diagnostic tools to measure and benchmark its level of customer culture which includes its adaptability and future orientation it will be missing its most important element for creating its future. It will be making decisions in part blindfolded and it will be relying on luck, rather than well founded judgment to secure its future.

Does your business have a culture that can secure its future? Do you systematically measure it in a way that ties relevant cultural attributes to future business performance?