newer, more vitalised model. Those folks who don’t understand this will
be like marooned penguins on a
Here are some fine examples of melting iceberg drifting out to sea. The
organisations that have delivered the contrast between the old ways and the
BPM promise and are now going further. new is stark: ever diminishing returns
Take some time out to investigate what and a downward spiral for those still
they are doing: looking inwards for improvement; the
promise and immediate return in reduced
• Zara - take ten days from sensing a costs, savings and increased revenue for
market opportunity to responding those who understand and apply the new
• Citibank - banking is about taking rules of the game.
money in, moving it around, and giving it
out. Simple as that So how do we do that? Well for one thing,
• easyJet – The objective they pursue we start where we are today. We rid
relentlessly is “bums on seats”. ourselves of artificial pictures and
boundaries e.g. the pyramidal
So what is the secret, the magic sauce, organisation structure. We challenge our
the Colonel Sanders recipe? The good
news is it isn’t rocket science. We mere
mortals can grasp the fundamentals and
make them our own. It is about
organising ourselves around the person
who pays our salary and keeps the
shareholders happy – the customer.
Organising ourselves around the
customer reduces cost, improves thinking and ask how does the work I do
revenue and enhances service - the Triple contribute to achieving our Successful
Crown. Now. This moment. What’s more, Customer Outcome (SCO)?
it is sustainable. In fact, it is a new
business model. Writers, business gurus Systematically we:
and leading practitioners are calling this • Work out the needs of those
the dawning of the customer age. customers we are trying to meet, and
understand those needs well.
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