Should customer-centric strategy development be a separate function within an organization or shared knowledge?


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Should strategy development stand alone in a company? If so, from where would this function draw its “authority?”

Recently, I asked a similar question regarding organizational design – a critical component of the transition to customer-centricity – and received an unequivocal response: effective change management is vital, but it must be a shared skill except perhaps at the executive level where very broad organizational decisions are made. Commenters consistently believed an organizational change department could not be sufficiently influential.

Does the same apply to customer-centric planning? If so, what about CEM? And what about a customer advocacy role?

From my perspective, customer-centricity is running smack up against traditional, function-based organizational concepts. When we turn the normal business model on its head and put customers in the lead, we also have to raise the volume of customer voices until they drown out traditional organization concerns.

Republished with author's permission from original post.


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