Designing the Customer-Centric Organization A Guide to Strategy, Structure, and Process

by Galbraith, Jay R.

• ISBN13: 9780787979195
• ISBN10: 0787979198
• Edition: 1st
• Format: Hardcover
• Copyright: 2005-04-14
• Publisher: Jossey-Bass

Summary

Designing the Customer-Centric Organization offers today???s business leaders a comprehensive customer-centric organizational model that clearly shows how to put in place an infrastructure that is organized around the demands of the customer. Written by Jay Galbraith (the foremost expert in the field of organizational design), this important book includes a tool that will help determine how customer-centric an organization is- light-level, medium-level, complete-level, or high-level- and it shows how to ascertain the appropriate level for a particular institution. Once the groundwork has been established, the author offers guidance for the process of implementing a customer-centric system throughout an organization. Designing the Customer-Centric Organization includes vital information about structure, management processes, reward and management systems, and people practices.

Author Biography

Jay R. Galbraith is a senior research scientist at the Center for Effective Organizations at the University of Southern California. He is professor emeritus at the International Institute for Management Development in Lausanne, Switzerland. Galbraith is the author of numerous books, including Designing Organizations, Designing the Global Corporation, and Tomorrow's Organization, all from Jossey-Bass.

Table of Contents

Preface	xi
The Author	xv
Introduction	1	(4)
1. Surviving the Customer Revolution	5	(20)
The Status Quo Has to Go
The Customer-Centric Imperative
The Rise of the Customer Dimension
Strategy and Organization Model
Conclusion
2. Customer-Centricity: How Much Is Enough?	25	(18)
Customer Relationship Strategies
The Strategy Locator
Creating a Lateral Networking Capability
Conclusion
3. Light-Level Application	43	(18)
Customer Lite
Degussa Automotive Catalysts Division
Learnings and Salient Features
4. Medium-Level Application	61	(26)
The Global Investment Bank Case
Lessons from IBank
5. Complete-Level Application	87	(32)
Complex Solutions and Customer-Centric Organizations
IBM
Lessons Learned
6. Alternate High-Level Solutions Companies	119	(26)
Nokia Networks
Procter & Gamble
The Capability That Citibank Built
How to Manage the Change Process
Conclusion
7. Designing a Customer-Centric Organization	145	(18)
The Semiconductor Company
Learnings and Salient Points
8. Leading Through Management Processes	163	(10)
Leading Strategic Change
Linking Processes
Reconciling Strategies
Portfolio Planning and Solutions Development
Opportunity Management Process
Conclusion
References	173	(2)
Index	175