Building Profitable Customer-Centric Strategies: Leading and Managing Performance (Part 4 of 4)

Building profitable customer-centric strategies requires more than creating winning concepts. It also requires generating ongoing stakeholder commitment, capability and effective execution.

This final article in the four-part series by the Business Authors Leadership Alliance (BALA) shows how to develop a plan for leading and managing organizational performance to achieve your customer-centricity objectives.

You'll learn, step-by-step, how your company can accelerate progress on the road to success without running into “gridlock” along the way. We'll address the following:

• Uncovering assumptions that can get in the way of success
  
  
• Overcoming stakeholder resistance
  
  
• Generating commitment
  
  
• Focusing everyone's energy on what's really important
  
  
• Reducing risk so that you don't get blindsided by unexpected problems

As a reminder, BALA's process involves the following four phases:

1. Identify key strategic customer-centric opportunities and challenges (see Part 1 by Michael Lowenstein)
   
   
2. Focus staff innovation and creativity to develop solutions for these challenges (see Part 2 by Jeff Mauzy)
   
   
3. Ensure and refine profitability potential of new initiatives (see Part 3 by Jim Lenskold)
   
   
4. Lead and manage organizational performance so that the company can meet its customer-centricity objectives

Last week's BALA article covered Phase 3. We now present the steps in Phase 4:

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Pamela Harper is president of Business Advancement Inc. and author of Preventing Strategic Gridlock®: Leading Over, Under & Around Organizational Jams to Achieve High Performance Results (Cameo Publications, 2003). Pam can be reached at pharper@businessadvance.com or (201) 612-1228.