Customer Intimacy Development Operations 
Lead Change Blog
APRIL 26, 2011
What is your organization’s claim to fame—operational excellence, customer intimacy or product leadership? If your focus is customer intimacy, do the employees who personally excel at operational excellence and product leadership feel engaged or disenfranchised in your workplace?
Next Level Blog
FEBRUARY 1, 2022
The authors argued that companies had to pick between one of three paths to value creation and success in the market – operational excellence, customer intimacy or product leadership. Back in my own days as an executive, I was hugely influenced by a book called The Discipline of Market Leaders.
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Harvard Business Review
MARCH 29, 2013
Most organizations continuously strive to achieve operational excellence, but they spend less effort understanding customer needs — and few marry these two sources of customer value effectively. In 1996 Tesco adopted Toyota Production System approaches to take its supply chain operations to an even higher level.
Six Disciplines
DECEMBER 13, 2013
In small businesses, however, there are fewer decision-makers, and they’re so close to customers, employees and daily operations that they can get a sense of whether a decision is right or wrong very quickly. Customer Intimacy. In smaller organizations, a much greater percentage of employees work with customers directly.
Six Disciplines
MAY 17, 2013
In small businesses, however, there are fewer decision-makers, and they’re so close to customers, employees and daily operations that they can get a sense of whether a decision is right or wrong very quickly. Customer Intimacy. In smaller organizations, a much greater percentage of employees work with customers directly.
Lead Change Blog
OCTOBER 16, 2015
We live in a time flush with high efficiency, cost control, and lean operations. The culprit was the myopic view of leadership driven by a “make the numbers” through operational excellence not customer intimacy. Then, the steam-driven drill slammed into rock-hard reality.
Harvard Business Review
APRIL 30, 2013
Most people think standard operating procedures are a strait jacket that limits their flexibility. They can actually make it easier to tailor customer experiences at low cost. For example, we are building a development platform for the iPad, and defining how it will interact with our electronic medical record system.
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