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Courses > Creating the Customer-Centered Culture®

-- Course Outline --


Leadership in Quality, Innovation & Speed

SUMMARY
This workshop provides the next wave of thinking about leadership in customer satisfaction, quality and innovation applied to knowledge and service work. You will be challenged, stimulated and equipped to think differently about what you do, who you do it for, what they want and why. Every concept is taught in a practical, jargon-free style and presented with humor. This course is especially relevant for organizations with high service and knowledge content to their work.

You will apply this unique transformation strategy to your real work (no case studies). The principles and tools will provide concrete ways to excite customers, energize employees and leverage your leadership position. You will go beyond the limitations of manufacturing models and industrial age teachings of the past. Results from a variety of industries and disciplines illustrate how these principles have worked for others. The proven system you will use is so compelling and intuitively appealing, you'll see why some leaders are using it to increase market share and achieve tenfold improvement in organizational performance.

OBJECTIVES

After completing this course you will be able to:

  • Align the culture of your organization with your customers' value system

  • Identify strengths and weaknesses along 8 dimensions of excellence

  • Define your intangible knowledge/service work as tangible products.

  • Identify who your customers really are, differentiated by their three roles.

  • Balance competing customer interests and power.

  • Determine customers’ priority expectations for use in designing innovative, best-in-class service and knowledge products which excite and retain customers.

  • Begin measuring seemingly immeasurable expectations.

  • Identify the "right" issues to address first for greatest impact and least risk.

  • Organize implementation using either a top-down strategy or stealth tactics.



COURSE OUTLINE

The Basis for Customer Satisfaction

  • Performance, perception and outcome

  • Aligning customer values with measures

  • Four key questions

  • The C3 model


Managing the Future of Knowledge Work

  • Seeing what you do through customers' eyes

  • The problem with “service”

  • Process, products and outcomes

  • Industrial age thinking versus knowledge age needs

  • Making the intangible a tangible product


Customer Roles

  • Beyond the internal/external dichotomy

  • End-users, brokers and fixers

  • Criteria for segmenting customers

  • Empowering the right customers


Customer Expectations

  • The problem with standards, specifications and requirements

  • Two sides of customer expectations: performance and perception

  • Questions to ask customers that always reveal what they want

  • The top three customer priorities to satisfy now

  • Producer-centered vs customer-centered measures


Quality and Innovation

  • Limitations of "continuous improvement"

  • Product-focused quality: convergent thinking

  • How to use outcome-focused innovation: divergent thinking



  • Measuring Customer Satisfaction

  • Why most satisfaction surveys are only suitable for wrapping fish

  • Translating subjective expectations into objective design criteria

  • Measuring the seemingly immeasurable


  • Deploying the Customer-Centered Culture

  • Predictors of change initiative success

  • Customer-centered strategy; stealth tactics


    • WHO SHOULD ATTEND
    Change leaders responsible for improving customer satisfaction and providing superior internally- or externally-directed service. Participants are organized into teams to enhance application of the concepts.

    REPRESENTATIVE CUSTOMER COMMENTS
    ”I have never experienced a program with a higher return on investment of time and money. This is also the most clear and direct method of quality improvement I have found.” Quentin Wilson, Director, Department of Revenue, State of Missouri

    “Excellent program! This is not ‘soft’ training but challenged me to make a mind shift to apply the customer-centered thinking in my work. The emphasis on creative, divergent thinking may be the key to our success in the next ten years.” Steve McAlexander, Assistant Vice President, American Honda Motor Company

    “I have attended more than twenty seminars, workshops and post-Masters degree courses related to customer focus. This is the most practical approach I have found.” Clifford Keys, Operations Division Manager, Lawrence Livermore National Laboratory

    For more information about this course, contact us.



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    "Creating a Customer-Centered Culture", the Customer-Centered Culture (C3) Model, the C3 logo and the 8 Dimensions Model are service marks or registered trademarks of International Management Technologies, Inc. ©2010 Management Consulting and Training - International Management Technologies. All rights reserved.