Customer Intimacy Management 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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Lead Change Blog
OCTOBER 16, 2015
We live in a time flush with high efficiency, cost control, and lean operations. Bar coded packaging today drives inventory control, P&L calculations, and all manner of financial management processes. The culprit was the myopic view of leadership driven by a “make the numbers” through operational excellence not customer intimacy.
Six Disciplines
OCTOBER 19, 2011
Key findings from the IBM study: Today’s complexity is only expected to rise, and more than half of CEOs doubt their ability to manage it. The most successful organizations co-create products and services with customers, and integrate customers into core processes.They are adopting new channels to engage and stay in tune with customers.
Harvard Business Review
SEPTEMBER 6, 2013
What is more important to company success, a strong external focus on customer experiences or an internal focus on effective and efficient operations? Bean have had lots of information about customers for many years that they have used to tailor offerings and services. As a direct marketer we have been good at customer intimacy.
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.
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. The Cleveland Clinic cleverly uses standards to deliver operational consistency, reliability, and low cost. Customers Health Operations'
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