Page 196 - The Design Thinking Playbook

EXPERT TIP

Measure customer centricity

For change management to result in an integrated and customer-
centric organization, we can start with asking how advanced custom-
er centricity is in the company. If customer centricity is still poorly
developed, appropriate measures for improvement can be taken. For Customer centricity
our example of the racing bike, this means: We build up our muscles
purposefully where we need the strength and endurance for our
Alpine crossing!

The maturity of customer centricity in an organization can be deter-
mined, for instance, by means of self-assessment. Because customer
centricity is a feature of the organization as a whole, we should in-
WOW clude all employees to determine its maturity. The employees usually
know best where the organization can be improved and what should
be improved. Low score
The prevailing methods for finding out the degree of development of “Customers are tolerated”
an organization are general assessments, for instance as part of the
EFQM self-assessment or as part of a traditional employee survey.
From our experience, approaches such as the Customer Centricity
Score™ (CCScore™) are more suitable. In this approach, the focus on
the customer is consciously chosen as the starting point of a measure-
ment method. The CCScore™ measures the degree of dissemination
of customer centricity in the company. The evaluation is then done on
different levels of aggregation of an organization and allows for a dif-
ferentiated view of how strong customer centricity is and, hence, how
“fit” the organization is. On this basis, it can be established where we
should begin with the development of the mindset. High score
“Customers are in the focus”

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