I was speaking recently with Rashid Velemeev, CEO of Sindbad Travel, one of Russia’s biggest online travel booking agencies based in St Petersburg. We were discussing customer-centric leaders and he mentioned that he believed an important characteristic is that they feel internal pain.
They can’t accept the way things are and they must change it to relieve their pain. It may be an experience of very poor service or of a product that does not work properly or an experience with people in a company who just don’t care. It creates a burning desire to do something about it.
When we think about this we realize that many businesses are started today because the founder has had a very poor customer experience and feels compelled to fill the gap created in the marketplace. It becomes a passion to make things right and if implemented well becomes a very good business.
Are you a leader that feels pain because things are not done right in your business to consistently deliver customer satisfaction? Do you feel the pain personally with each customer complaint?
If so you can relieve that pain by learning to implementing some of the ideas in our book: The Customer Culture Imperative.
…AND now you can learn how to in our MarketCulture Academy
Posted in Customer Centric Culture, Customer Centric Leadership, Customer Obsessed Culture, Customer Obsessed Leadership, Customer Obsession, market culture
Tagged Customer Centric Culture, Customer Centric Leadership, customer focused leadership, Customer Obsessed Leadership, rashid velemeev, sindbad travel
Dr David Cooke, MD of Konica Minolta Australia.
Source: BRW Australia Photo: Nic Walker
When Dr David Cooke was appointed managing director of Konica Minolta in Australia he was faced with a culture of strict hierarchy, strong silos and task oriented behavior. He realized this was the first thing that had to change.
Why? Because the market for multifunction copiers and printers was changing. The market for these products was declining and the demand for outsourced solutions and services was emerging. The hardware was less important than it was in the past, customers just expected the devices to all work well and be built with high quality engineering. Quality products did not differentiate, customers wanted more, they wanted more sophisticated services and solutions to help them manage the costs of running their fleets and value add solutions that would streamline workflows and improve their operational effectiveness.
These new market conditions required a more flexible, agile and collaborative culture that focused on the changing customer needs if Konica Minolta was to thrive in the future. So his vision of KMA as the “company that cares” for its customers and its community was a means to differentiate KMA from its large competitors, promote a unified company view of improved service and value for customers and one that he felt his staff could buy in to.
His view was validated by a staff survey that benchmarked the level of customer-focused culture in the business by measuring market responsiveness on a 7 factor index. It showed that there was some work to do, but that staff were overwhelmingly ready for change, wanted transparency of information across the organization and expected the senior leadership to lead it and show the way.
David immediately looked for tangible initiatives that would demonstrate a unified company with increased collaboration and communication. In the first few months of his tenure he made the following changes:
- the large corner office that was originally the haven of the previous managing directors was re-purposed as a “quiet lounge” for all staff
- he moved into a glass fronted office next to the lunch room where he could wave or nod to his staff as they used this heavily used walk-way.
- he replaced several of the functional heads with new leaders to strengthen the cultural change program and break down the silos
- he increased transparency in the HR function by moving it from closed office walls to join others in the open plan office and appointed a new leader to facilitate the change program
- he promoted an external focus by encouraging all staff to work for non-profit community organizations by enabling them to take days off to directly contribute
David’s approach to creating a less hierarchical structure, sharing of financial results and customer successes across the business is leading to more engaged staff, better customer service and growth in revenues at a time when overall market revenue is declining.
What’s the secret? Customer Focused Leadership – leaders that genuinely care about creating value for customers, the business and the communities that operate in.
If you want to build this capability in your organization check out our MarketCulture Academy.
Posted in Customer Centric Leadership, Customer Experience, Customer Value, Customer-Centricity, Empathy, Market Culture in Action, Strategic Alignment, Trust
Tagged customer culture, customer focused leadership, Customer-Centricity, david cooke, konica-minolta australia