Typically, managers and staff expect management to exercise command and control over all aspects of a business especially it’s traditionally been the prevailing style in the organisation.
Moving to a Customer Value Enterprise® will require management to direct staff to grasp the paradigm shift, with the subsequent deconstruction of the dictatorial management style. It’s all about the creation of a organisation in which operational units take control of their activities, customer intelligence data is gathered by frontline staff; data key in shaping value-creation activities with a customer focus.
As the process takes hold, customer-facing operations focus on what matters to customers. As the staff absorb this, they innovate, and push out to the larger organisation the needs of the customers, and the capabilities that the business will require in order to meet these customer needs.
Frontline operations will gradually put in place the systems, processes, technologies, reporting and value propositions that will do that. Working in conjunction with colleagues, they will join up all the disparate functions within the organisation, coming together around the common set of customer intelligence data.
This is a big responsibility, but customer-facing operations need to step up to it. Initially they may be difficult to persuade, but if staff are encouraged and supported, their experience and insights treated with respect, they will see their ideas being taken seriously and having a positive impact on the functioning of their organisation.
In many cases they will be correcting problems that they, if not their managers, have been aware of for some time. As change gathers pace, employees feel increased job satisfaction and a growing commitment to the process.