Customer Centricity

When developing a new concept or an innovation, questions often arise first: What is actually worthwhile from an economic point of view? And what is technically feasible?

A careless moment here, one bad decision there – and already a mistake can no longer be avoided. The first thought is often that this misstep must have consequences. But does it really have to? Is assigning blame the right thing to do? Wouldn’t it make more sense to look for the reasons for the failure and even find potential for development in them?

Companies like Uber, Airbnb, or Netflix seemingly came out of nowhere and overtook their market competitors in just a few years, revolutionizing their entire industry in the process. They are faster, cheaper, and better. How did they succeed? Through an entirely new organizational model – the Exponential Organization.

Everyone talks about customer centricity. But: Very few people tackle the topic in sufficient depth. There are many reasons why this is so.

In the past, customer-centric work almost always meant the same approach: Getting to know your customers as well as possible and characterizing them in order to be able to draw conclusions about their (consumer) behavior and needs from their characteristics.

Operational blindness is a phenomenon that most have heard of. It is one of the more undesirable phenomena that can sometimes be found in companies. But few can define what exactly it means.