Article Abstract: Super-charge the Journey to Customer-Centric Culture

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Elevate service and customer experiences by embedding service excellence into Organizational and Operational DNA.


Customers have more choices than ever on where to spend their time and money. Having strong voices in social media and on-line rating sites have further shifted the balance of power, creating the “hyper-empowered customer”. Accordingly, organizations large and small are keen to create cultures that are inherently more customer-centric, if not customer-obsessed. For perennial customer experience leaders and best-in-class service brands, this means going beyond traditional change management to adopt an underlying organizing principle that fundamentally re-sequences organizational and operational DNA.Link to Reference/Source

As one of the original management gurus, Peter Drucker did us all a huge favor. With his oft-quoted “The purpose of business is to create and keep a customer”, he distilled business down to its essence — business is, always has been, and always will be about the customer. Fast-forward 65 years, with the basis of business now shifted to customer experience, many organizations are now rediscovering Drucker’s basic idea by taking steps to become more customer-centric, and ultimately customer-obsessed.

Customer-Centric Culture is a DNA-Level Challenge.

As indicated in The Harvard Business Review, putting customers back at the center requires more than cosmetic changes, executive fiat or internal re-orgs — it requires embedding service excellence and customer experience into the corporate culture to unify, align and mobilize all parts of the organization. In practice, this translates into a fundamental resequencing of organizational and operational DNA to the point where decisions, actions and ways of working are prioritized around the customer, and where every customer interaction is predisposed to: 1) consistently deliver on customer expectations, relative to brand promises; 2) routinely deliver elevated or exceptional experiences that delight at moments that really matter to customers; and 3) occasionally provide those memorable, shareable “WOW” experiences that truly surprise. Link to Reference/Source

This article was informed by personal experiences as a leader in The Ritz-Carlton Leadership Center. To learn more about the power of service excellence and customer experience culture, read the full article on CustomerThink: LINK TO FULL ARTICLE HERE.

About the Author:

As co-founder and Chief Experience Officer of Opptiv, Wayne Simmons was previously the Global Head of Service Delivery for The Ritz-Carlton Leadership Center.  As a thought leader, change agent and an expert experience strategy consultant, he led a team dedicated to delivering the legendary ethos, practices and systems of the Ritz-Carlton brand for client organizations across industries. Wayne leverages the principles of Horst Schulze, Cofounder of The Ritz-Carlton Hotel Company and creator of that brand’s legendary reputation for service excellence and customer-centric culture. As a Trusted Advisor working at the intersection of HR, CX and C-Suite leaders, Wayne coaches, trains and consults with businesses and brands on their journeys to maximize customer growth, loyalty and attain competitive advantage through service excellence and customer experience culture, leadership and operations.

About Opptiv:

 What to learn more?  Check out our services page.

Opptiv is the Service Excellence Consultancy. We help businesses and brands win through service excellence culture, customer-centricity and exceptional customer experience. Unique in the industry, we take a playbook approach to help clients achieve business outcomes at enterprise scale. We start by applying Design Thinking to activate leaders and engage frontline talent in the co-creation of purposeful culture platforms and unique service propositions that all levels can understand, embrace and hold each other accountable for. We then create brand-aligned playbooks to document the underlying elements of the culture as actionable guidance, practices and function-specific “plays”. Finally, we use these playbooks to inform the internal communications and tailored training needed to align, integrate, reinforce and sustain service excellence across all parts of the business.

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