Customer Intimacy Leadership Management 
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. And once you picked one, the work of leadership was to align the culture with the chosen path.
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Lead Change Blog
OCTOBER 16, 2015
Bar coded packaging today drives inventory control, P&L calculations, and all manner of financial management processes. And, maximizing the clerk’s productivity meant keeping her focused on the rules of the registry more than on the concerns of the customer. We seem to be getting longer on high tech; shorter on high touch.
Six Disciplines
OCTOBER 19, 2011
In a recently released study from IBM , based on face-to-face conversations with more than 1,500 chief executive officers worldwide, “creativity” has been identified as the single most important leadership competency for enterprises seeking a path through this complexity.
Harvard Business Review
AUGUST 8, 2011
Know your customers intimately. Never settling, IBM management charged a taskforce with developing a personal computer to compete in the young, growing market for smaller, more versatile machines. Faster, cheaper and more nimble competitors had eaten away at Big Blue's market leadership.
Harvard Business Review
APRIL 30, 2013
Yet at the same time they use these standards as a springboard for creating unique solutions for each customer based on a deep understanding of their needs. (I I call this understanding and tailoring "customer intimacy" ). The result is a powerful combination that fulfills two customer value propositions at the same time.
Harvard Business Review
JUNE 17, 2015
In this article we look at three very different organizations – IBM, Rich Products, and Intuit – and the three different paths they have taken in reconfiguring their operations for more customer intimacy, by changing methods, reengineering processes, and transforming culture. IBM: Applying a Hybrid Design-Thinking Approach.
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