Our C3 methodology is a systems approach to organizational transformation.
It links the Voice of the Customer (VOC) with your organization’s success.
Cultural transformation or change is among the most complex endeavors a leader can pursue. Transformation leaders like you are risk-tolerant and have high expectations, a vision of the possible, and urgency to engage others. All you need is a clear and proven roadmap to success.
Customer-Centered Culture (C3) adopts an easy to understand approach to create or strengthen cultural excellence that simultaneously leads change at the top, middle and line of the organization. Our workshops provide intensive, experiential learning experiences to leaders and practitioners. This fundamentally changes how you think about practically everything. C3 enables you to make repeated innovation and out sized results commonplace throughout your organization.
Culture determines how we define reality, what is normal, and what is acceptable or not. So it should be no surprise that culture has a direct bearing on the creation, transformation, care, and feeding of excellence. Senior leadership, starting with the single individual at the top, are responsible for what that culture is and what it could be.
There are six major levers used to create or strengthen cultural excellence: language, values, measures, power, assumptions and modeling. Many attempt to manage change and alter culture by changing processes, managing projects and using statistically based problem solving. These are not bad but they have a heavy operational focus without sufficient connection to either customer priorities or enterprise strategy.
In Customer-Centered Excellence, each of these levers represent key sources enabling or constraining excellence. All are capable of being double-edged swords. Each is a lever when consciously used to advance excellence. It can be a constraint when we don’t recognize it as a source of ambiguity or conflict. Consider them as levers when we do something with them and as constraints when they do something to us. The challenge for a leader is to transform a constraint into a lever for transformation.
Life is permeated with ambiguity. As a leader of excellence, we will strategically employ or destroy ambiguity to achieve a specific outcome. To achieve mastery requires us to identify the main sources of ambiguity; recognize when or where it exists; understand how ambiguity affects the organization and those we wish to satisfy; and adopt behaviors, mechanisms, or systems to master its presence or impact.
Ambiguity is a condition with great power to prevent success. Its opposite is certainty. We will use several tools that can make our leadership easier than it otherwise would be. In general, ambiguity that is not used purposefully has a negative effect on the functional excellence of the organization and its people. It is, therefore, an enemy to destroy.
C3 cultural transformation is scalable, appropriate for top down, bottom up and cross-functional application. A frequent client objective is for us to transfer the C3 system, supportive technology, critical thinking methods and tools to achieve self-sufficiency. This we do very successfully.
10 Steps to Customer-Centered Excellence
- Establish the conditions for excellence, transformation and leadership
- Articulate strategic & customer-desired outcomes (The Voice of the Customer)
- Determine how each outcome will be measured
- Assign numerical goals and due dates
- Select the few products & owners most likely to impact outcome success
- Identify end-user, broker & fixer customers for key products
- Uncover & measure customers’ priority expectations
- Innovate or redesign products to achieve best outcomes
- Cut the time to produce, acquire and use products by 80%
- Integrate cultural change levers to sustain & celebrate success
Description of Approach
The complexity of cultural transformation is simplified by creating explicit alignment among core values, strategic outcomes, measures of success, and product ownership. Purposeful success will not be fully realized without continuously using all six levers of cultural transformation: language, values, measures, power, assumptions, and modeling.
Organizations differ in terms of where the transformation starting point is. If we were to start with a clean sheet, we would proceed through 6 phases. Included in that process is the creation of a new strategic framework for change that guides all subsequent deployment. On the other hand, you can simply skip (or amend) what you have already completed or don’t need. We help you go from wherever you are to wherever you’d like to be. Please click on each box below to find out what happens during each stage. Phases 1-4 will take you through the 10 Steps to Excellence.
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