How CEOs Can Become More Customeric

Abstract

Abstract

Far too often, academics, consultants and advisors complain that companies are not doing enough to become more Customer-centric, though it seems obvious that the Customer should be given more importance. This article examines why that is the case. It starts with the premise that the CEO is smart and perceives higher priorities or tasks than the Customer priority, which explains the lack of change in organizations. Since the CEO feels his/her current priorities are successful, there is no pressure to change. It suggests that consultants and advisors are not able to convince the CEO that there are better (Customer-centric) options. In other words, the lack of organizational change is due to the fact that consultants fail to make a strong enough case for change. This article then helps the advisor develop arguments about tasks versus priorities and the effective use of time (if the lack of time is used as an excuse) in order to assist them in making the case for change. Another problem is that these advisors confuse the executives with various Customer terms and portray their terms as the only way to success, be they Customer experience (CX), Customer journey, Customer value, Customer effort, etc. This article goes on to show what Customer-Centric and Customer value creation ideas the CEO should use in order to facilitate change. It shows how Customer priority can change and what is the impact of that change. A complete and revolutionary transformation of the company is required to make it Customer-Centric.