3个以客户为中心的常见障碍

在2017年，Temkin的State of Voice of the Customer Programs报告称，不到25％的公司认为自己擅长making changes to their businessbased on customer insights. Inarguably, this sentiment is an extension of their findings two years earlier. That is, 67% of large companies rated themselves as good at征求客户反馈，但只有26％的人认为他们擅长表演在上面。

对于许多组织来说，这是一个普遍的问题。但是，如果他们认识到这种情况，那是什么阻碍了他们？

我自己思考了这个问题，尽管基本的解释很复杂，但似乎很清楚。为了使组织缩小understanding他们的客户和executingagainst that knowledge, customer centricity must be translated from an industry buzzword to a tangible strategy. Forward-leaning organizations acknowledge that articulating a customer-centric vision is merely the tip of the iceberg. They're coming to grips with the reality that barriers to customer centricity have nothing to do with the customer at all.

Our Research on Common Barriers to Customer Centricity

In late 2016, we set out to test our own hypotheses -- both with ourFortune500 clients and other influential leaders across consumer insights, marketing, innovation and customer experience functions.

为了通过客观性提高清晰度，我们着手开发一个可以诊断组织以客户为中心状态的框架。在整个组织中，必须将该框架民主化，以建立建立一致，建立共识和燃料动力的机会。但是首先，我们需要确定信仰和行为方面的差距。

随着成为一个有力的练习，可以启动任何组织的变革变革，因此决策情报|客户体验（骰子）工具是出生.

Guided by the pillars ofvision, strategy,和执行,key measures were developed and attributed to each. As we began co-creating with clients, we came to realize that沟通was a critical fourth dimension that must be intertwined throughout the process. In the end, while tailored to address our clients' needs, we quickly found that the DICE could extend to far broader audiences.

Today, our assessment allows executives to rate their organizations on 11 key measures rooted in the customer perspective being foundational to their growth. And although many executivespersonally believe策略应该基于customer perspective,resultspoint to a different reality. While echoing Temkin's findings, the DICE takes this a level deeper, pointing to shared pain points among all those aiming to create more customer-centric behaviors throughout their organization:

1. 高管，中层和前线团队之间的沟通渠道弱
2. Organizational silos that prohibit communication, shared goals and the linking of data to create a fuller picture of customers
3. Lack of empowerment among employees to make decisions that ladder up to customer growth strategies

清楚的是，共同的挑战主要归因于组织障碍，而不是缺乏客户理解。具有讽刺意味的是，大多数企业源于满足客户需求的愿望。随着组织学会满足这些需求并经验增长，越来越复杂的系统成为其致命弱点。

朝着管理系统，流程和运营效率的转变占了上风，并且关注客户的关注。简而言之，这种“内而外”的启发式开始指导决策。我们的评估不仅提高了对信仰和行为差异的认识；但是，是我们指导他们重新校准其方向回向客户的催化剂。

塑造以客户为中心的文化的行为

彼得·德鲁克（Peter Drucker）曾经说过：“文化吃午餐策略。”自然地，内部障碍会导致行为损害以客户为中心的文化.领导力必须在其以客户为中心的愿景中有目的性，并借鉴其员工的理性和情感信念体系。真正的领导者以客户为中心的话题 - 对他们努力培养的文化进行了活力。

Culture acts as an invisible force that shapes how people behave, even when no one is looking. In a true customer-centric culture, an organization's structure, work streams, communication channels and reward systems are established such that "doing the right thing" by their customers becomes second nature.

将以客户为中心的操作很难。在许多情况下，它需要文化转型，在所有情况下，它都需要在关注未来和现在和现在的需求之间保持平衡。作为顾问，我们通过小巧的方法指导客户的战略实施。在旅途中认识和庆祝关键里程碑进一步灌输正确的行为，同时激励员工的每一步。变革精神的心态对于踏上这一旅程至关重要。

In the words of Julie Kantor, "Behaviors can be seen. Beliefs can't." And organizations can't afford to underestimate the value of these two being in lock-step.

To learn more, read aboutwhy customer success matters下一个。