We want to gain 5% more of the market share over the next 2 years.”

“We want to reduce our operating costs by 10%.”

“We want to be the first choice for customers.”

These kinds of ‘winning aspirations’ are a dime-a-dozen, and when you get right down to it, they’re often not that unique to you’re organisational culture, purpose, or brand. But where’s the differentiation on this? What will customers tell their friends about? How do you prioristise what to improve?

More and more organisations are calling themselves “customer-first”, yet when you look at what objectives are coming from the top down, what you hear doesn’t match what you see. What struck me today were some food-for-thought tests in determining if you're truly working in a customer-centric organisation…