Tag Archives: Customer Obsessed Culture

That was the response when John Stanhope stood up to deliver his first address as Chancellor of Deakin University in 2016 and declared he wanted to make the university customer-centric.

John Stanhope AM standing in front of Deakin University, Geelong, Australia.

The academics were genuinely confused. Customers? This is a university, not a retailer.

I have known John for many years and he is one of the most customer-centric leaders I have met. He knew something they didn’t.

As the former CFO of Telstra and Chairman of Australia Post, he’d spent decades proving that “customer” isn’t a dirty word — it’s the only word that matters. Students are customers. Employers who hire those students are customers. And if you don’t measure how well you’re serving them, you’re guessing.

So he asked the university three questions:

What? What are students and employers actually telling us?

So what? What do those signals mean for how we teach, support, and prepare graduates?

Now what? What are we going to change — starting this week?

Simple questions. Devastatingly hard to answer honestly.

At Telstra, the same three questions had delivered a $15 million bottom-line improvement in just 10 months when he turned a 2,500-person finance department into a value-added service function. So he knew the approach worked — even in places where people insisted “we don’t have customers.”

At Deakin, the results spoke for themselves. By 2025, the university had climbed from #3 to #1 in Melbourne for producing graduates rated “employee ready” by employers. Applying a survey of students as customers, that is the same for all Australian public universities, Deakin has been rated number one in Victoria for student satisfaction for over a decade. Not through a rebrand. Not through a new tagline. Through systematically closing the gaps between what their customers needed and what the institution was delivering.

John kept a reminder sign on his desk for years: “Be here now.”

A reminder to be fully present with whoever was in front of him. Not checking email. Not rehearsing his next point. Just there.

It’s one of the simplest leadership principles I’ve ever encountered, but it is so powerful in its effect, yet possibly the hardest to practise.

What would happen if you asked your team “Who is our customer?” tomorrow? I suspect the answers would surprise you.

John Stanhope wrote in the foreword to our book, The Human Culture Imperative, where he emphasizes the importance of collaboration, empowerment, and strategic alignment — the three internal enablers that determine whether a business can actually respond to its market.e

This week I had the opportunity to catch up with Johannes from Rosen Group USA. The time I spent with him was so valuable that I felt compelled to put together a story about it.

Challenging Conventional Wisdom

I don’t often write about clients, but occasionally someone reshapes the way you think about leadership and influence. Johannes Spille did exactly that.

Conventional wisdom says meaningful organisational change starts at the Executive Leadership Team (ELT) table, strategy flows top-down and execution follows. Johannes challenged that assumption. Deeply committed to the organisation he serves and confident in its potential, he stepped into an initiative typically owned by the ELT and delivered significant impact.

Leading the MRI Initiative

I’ve had the privilege of partnering with Johannes at Rosen Group to implement the Market Responsiveness Index (MRI) over the past five months. At MarketCulture, we usually work directly with executive leadership teams. In this case, Johannes led the initiative himself, gaining full ELT support.

When he presented the MRI proposal to the ELT, it was exactly what they wanted to hear, clear, strategic, and actionable. They immediately gave him the green light to move forward, empowering him to implement the MRI and drive change across the organisation. What impressed me most was how he leveraged the MRI to elevate the conversation, moving the organisation from operational discussions to focused, strategic priorities.

Using the MRI as a Strategic Lever

As Johannes explained, the MRI allowed him to speak strategically rather than tactically, giving voice to leadership in a way that inspired collaboration and action. He didn’t treat it as a survey, he used it as a strategic lever to strengthen customer-centricity and organisational alignment.

The insights revealed blind spots previously unseen or unaddressed and created clarity on where change was needed, what to prioritise, and how to move forward confidently.

Engaging the Organisation

Rather than prescribing solutions, Johannes invited participation. He presented the findings transparently and asked one powerful question: What matters most?

The response was remarkable. He mobilised a Customer Champions team of 34 volunteers across 14 departments, a clear signal of engagement and shared ownership. Instead of defending the status quo, both management and employees leaned into improvement.

Strengthening Executive Collaboration

The process also deepened Johannes’ connection with the ELT. By presenting MRI insights objectively and facilitating a structured vote on 2026’s key focus disciplines — customer foresight, customer insight, collaboration, strategic alignment, and empowerment — he transformed insight into shared executive ownership. Discussion turned into commitment.

Today, structured 90-day plans and cross-functional alignment initiatives are underway, translating culture into execution.

About Rosen Group

For context, Rosen Group is a global engineering and technology company specialising in inspection, integrity management, and maintenance of critical industrial assets. In complex, high-risk industries, clarity and alignment aren’t optional, they’re essential.

What started in USA/Mexico (700 employees with approx 80% completing the assessment) is now positioned to scale globally, proof that influence isn’t defined by title, but by clarity, courage, and action.

Conclusion: Leadership in Action

Johannes is a thoughtful, strategic leader who pairs clear direction with the ability to mobilise people across functions. It has been a privilege to support this continued journey and witness tangible change take shape.

Leadership isn’t always about the seat you hold at the table. Sometimes, it’s about having the courage to start the conversation.

I look forward to partnering with Johannes and Rosen Group for many years to come.

The Market Responsiveness Index (MRI) is a strategic diagnostic tool that uncovers organisational blind spots, aligns teams, and turns insight into actionable, customer-focused change. Test with a small team and see for yourself. Click here

The roar is deafening. 137.6 decibels, to be precise. That is the sound of a stadium purpose-built not just for sport, but for customer-centric design. When the American Superbowl champions, the Seattle Seahawks, take the field, they don’t just bring eleven players; they bring an entire city. In the world of professional sports, we call them “fans”—short for “fanatics”. The Seahawks call them the “12^th man”. In the world of business, we call them “customers.” But imagine for a moment if your customers were as vocal, loyal, and fiercely protective as the Seahawks’ 12th Man.

The Architecture of Loyalty

Success is never an accident. It is planned, nurtured, and engineered from the top down. The Seahawks’ dominance—including their first Super Bowl title in 2014 and their triumphant return to glory in 2026—is built on a culture where the fan is the North Star. What they have done is to:

• Design for Proximity: The Seahawks’ stadium was built to keep fans closer to the action than any other stadium in the competition.
• Create a Strategic Barrier: That noisy enthusiasm creates a literal “competitive advantage,” making it impossible for opposing teams to hear their own plays.
• Formalize the Bond: Through their magazine called “The 12th Man Rising,” the club has embedded its fan base into the very fabric of its communications, its plans and its players.

A Story of Unity: The 2026 Triumph

The 2026 Super Bowl victory over the New England Patriots was more than just a 29–13 scoreline; it was a masterclass in an integrated culture where every player, no matter their origin, played a vital role.

Consider Michael Dickson, the Australian-born punter who transitioned from Australian Rules football to become a pillar of the Seahawks’ special teams. In the heat of the championship, Dickson’s wizardry was on full display, punting seven times and pinning the Patriots deep in their own territory—including one precise kick that came to rest just one yard from the endzone.

This victory wasn’t just about individual brilliance; it was about a “brotherhood” where veterans like Leonard Williams and Sam Darnold fought alongside homegrown talent. As linebacker Uchenna Nwosu noted the team functioned as “one unit” that “rides for each other.” It is this internal culture of shared value that radiates outward, turning a team into a community and a stadium into a fortress. Everybody in the offensive and defensive teams were unified.

This is the ultimate lesson for any business: when your “defensive” operations (back-end staff) and your “offensive” players (frontline staff) are perfectly aligned, they create an experience so powerful it mobilizes a city of 600,000 fans (most of the population of Seattle) to the streets in celebration.

From Transactions to Tribes

How does this affect the bottom line? The answer is as clear as a touchdown in the fourth quarter. When you put long-term relationships ahead of short-term profit, you create sustainable, profitable growth.

“To win in the marketplace, you must first win in the hearts of your people.”

In a truly integrated culture, every member of the organization—from the senior leadership to the frontline and backline staff—understand that they have a vital role in delivering value. When the fans are at the center of your decision-making, they cease to be spectators and become your strongest advocates.

The Human Culture Imperative

The Seahawks didn’t just win a trophy; they mobilized an entire population to celebrate in the streets of Seattle. They proved that a customer-centric culture is not a “soft” metric—it is the engine of victory.

Richard Branson achieved this when he saved his UK Virgin Trains franchise with the combined support of his customers and his employees. – see the story in The Customer Culture Imperative, L. Brown and C. Brown pp.228-229

If you are ready to turn your customers into a “12th Man” for your brand, the blueprint is waiting. You can discover the full strategy for building this level of devotion in our new book, The Human Culture Imperative.

The “12th Man” Leadership Principles: Building Your Corporate Fortress

To replicate the Seahawks’ success, your leadership must move beyond managing transactions and start nurturing a “tribe.” Here are the core principles derived from the Seahawk model to align your team and turn your customers into a permanent competitive advantage.

Garry Ridge, longtime CEO of WD-40 created a tribe mentality that resulted in happy employees, loyal customers and profitable growth for all stakeholders – see The Human Culture Imperative, L. Brown, C Brown and S. Crichton-Browne, pp. 39-40, 52, 55.

1. Design for Proximity

The Seahawks’ stadium was “purpose built” so fans would be closer to the field than in any other arena. 

• Leadership Action: Remove the layers between your executives and your customers.
• The Goal: Ensure your decision-makers can hear the “noise” of the market firsthand, rather than through filtered reports.

2. Create a “12th Man” Culture

In Seattle, the fan is seen as an extra “man” on the field, providing a “supportive force” that disrupts the opposition. 

• Leadership Action: Treat your loyal customers as an extension of your internal team.
• The Goal: Develop “The 12th Man Rising” style communications used by the seahawks that make customers feel like insiders, turning them into vocal, lifelong advocates.

3. Integrated Performance (The Punter Principle)

Winning the 2026 Super Bowl required every player—from the star quarterback to the Australian-born punter to the linebacker – to execute their specific role with a “special teams wizardry.”

• Leadership Action: Clearly define how every department, especially non-customer-facing ones, contributes to the final “customer value.”
• The Goal: Foster a “one unit” mentality where staff engagement is driven by a shared mission to serve the fan.

4. Prioritize the Long Game

The Seahawks’ leadership puts “long term customer relationships ahead of short term profit.”

• Leadership Action: Reward metrics that favor customer retention and advocacy over immediate quarterly gains.
• The Goal: Create “sustainable profitable growth” by building a base of fans who will stand by you even after a “narrow defeat.”

The Result: When you put fans at the center of your thinking, you don’t just win games; you win the marketplace. You create a culture like the Seahawks where 600,000 people—almost the entire Seattle population—show up to celebrate your success.

To turn the “12th Man” philosophy from an aspirational story into a functional reality, the Seahawks’ leadership utilizes the principles and practices of the Market Responsiveness Index (MRI).

Think of the MRI as the “medical-grade” diagnostic for your organization’s health. It moves beyond traditional feedback to measure the specific daily behaviors of your staff that either build or block a customer-centric culture.

Here is how the MRI enables the principles discussed to become your reality:

1. Hard Data for Soft Culture (The Design Principle)

The Seahawks’ stadium was “purpose built” for noise. The MRI acts as your cultural blueprint, identifying the “blind spots” in your organization’s design.

• How it works: It measures 8 critical disciplines—including Customer Insight and Peripheral Vision—to ensure your business structure is literally built to hear the customer.

2. Eliminating Silos (The Integrated Unit Principle)

Just as all the position players must work as one in a winning sporting team, the MRI measures Cross-Functional Collaboration.

• How it works: It identifies where information is getting “stuck” between departments. By fixing these internal enablers, you ensure that every staff member—no matter their role—is aligned to deliver value to the fan.

3. Empowerment vs. Permission (The Customer Advocacy Principle)

To create “12th Man” loyalty, staff must be able to act in the customer’s interest without reference to a manual or waiting for permission.

• How it works: The MRI specifically measures Empowerment. It checks if your frontline employees feel they have the authority to make decisions that are best for the customer. High scores in this discipline correlate directly with the kind of “special events” and connections that nurture lifelong fans.

4. Foresight Over Reaction (The Long-Term Principle)

The Seahawks’ victory in 2026 was the result of years of planning. The MRI measures Customer Foresight.

• How it works: Instead of just looking at past satisfaction scores (NPS), the MRI benchmarks your team’s ability to anticipate future customer needs. This shifts leadership focus from short-term profit to the “sustainable profitable growth” found in long-term relationships.

As Jeff Bezos of Amazon famously said when asked why their growth and profitability was growing exponentially: “It’s probably because of what we did three years ago.”

The Blueprint for Your “12th Man”

The MRI provides the MarketCulture benchmark, comparing your team’s behaviors against global leaders like Apple, Amazon and Google. It provides the “clear mandate” leaders need to move from a transaction-based business to a fan-based franchise.

“What gets measured gets managed.”

By implementing the MRI, you are no longer guessing if your culture is customer-centric and responsive to change; you are measuring the very behaviors that turn a customer into a “12th Man” advocate for life and a unified team from directors to senior leadership to employees that deliver value to their customers, community and shareholders.

Try the MRI and find out how you can win just like the Seahawks – http://www.marketculture.com/pricing