Outstanding performance requires grappling with the WHY

If a Tops (senior management) want to do CRM then the organisation can just go ahead and buy some software for the sales function, the customer service function and even the marketing function; good luck with automating the marketing function – something only for the brave!

If the Tops want to reduce operating costs then the organisation can do six sigma, lean,BPR,  enterprise wide ERP and CRM systems, outsourcing, offshoring etc.

If the Top want to make it easier for the customer to do business with the company then the organisation can engage in Customer Experience: looking at how things work and redesigning moments of truth.

If the Tops want to just get more bang for buck out of their marketing and customer services investments then the organisation can invest in a customer insight specialists, expensive data mining packages, lots of data and data management, propensity models and real-time decisioning systems that promote the right product, to the right customer, at the right time with the right offer.

If the Tops want the organisation to be outstanding then the Tops need to grapple with the WHY.  Why the organisation exists?  Its purpose.  Simon Sinek has done a great job of surfacing the importance of purpose (WHY) and the need for all values, decisions, actions to flow from that: outwards from purpose.  So I have attached a link to his blog.

Why is WHY important?  In the UK we have a number of mobile operators.  Vodafone, Orange, T-Mobile and 3 are the big network operators.  If you look at what they do, what they offer they are all pretty much the same.

Yet if you look at Virgin Mobile, that is a different story.  That is because Virgin Mobile knows what the Virgin brand stands for.  And because of that Virgin Mobile can decide what kinds of actions are in line with the purpose and which are not.  I can vouch for that as I have touched Virgin both as a customer and as marketing services provider.

Author: Maz Iqbal

Experienced management consultant working at the intersection of strategy, customer, and technology. Combine a tendency to think strategically with a penchant for getting my hands dirty at the coalface of implementation.