Designing the Customer-Centric Organization: A Guide to Strategy, Structure, and Process
January 2011, Jossey-Bass
1. Surviving the Customer Revolution.
The Status Quo Has to Go.
The Customer-Centric Imperative.
The Rise of the Customer Dimension.
Strategy and Organization Model.
2. Customer-Centricity: How Much Is Enough?
Customer Relationship Strategies.
The Strategy Locator.
Creating a Lateral Networking Capability.
3. Light-Level Application.
Degussa Automotive Catalysts Division.
Learnings and Salient Features.
4. Medium-Level Application.
The Global Investment Bank Case.
Lessons from IBank.
5. Complete-Level Application.
Complex Solutions and Customer-Centric Organizations.
6. Alternate High-Level Solutions Companies.
Procter & Gamble.
The Capability That Citibank Built.
How to Manage the Change Process.
7. Designing a Customer-Centric Organization.
The Semiconductor Company.
Learnings and Salient Points.
8. Leading Through Management Processes.
Leading Strategic Change.
Portfolio Planning and Solutions Development.
Opportunity Management Process.
GALBRAITH: is well recognized name and his book, Designing Organizations, New & Revised has sold very well into Org Theory Courses (1600 copies to date)
CUSTOMER CENTRIC DESIGN: is a hot topic in organizational theory. This book combines the best thinking in organizational design with a customer focus.
INSTRUCTOR'S GUIDE: will be available on publication at www.wiley.com\college\galbraith
--Israel Makov, president and CEO, Teva Pharmaceutical Industries Ltd.
"Jay Galbraith is one of the world's premier experts in
organization design, having vast knowledge of both the theory and
practice of creating sustainable competitive advantage. P&G's
new organization structure is producing significant competitive
advantage, and uses many of the concepts of customer-centricity
detailed by Jay."
--Keith E. Lawrence, director of human resources, Global Beauty, P&G
"In a world where business success or failure is increasingly
dependent on a company’s ability to align its resources
around the customer, this book is a must-read that describes in
very practical terms how large organizations can cope with this
--Gerard J. Kleisterlee, president and CEO, Royal Philips Electronics
"Galbraith provides an excellent framework for navigating
through the complex organization decisions and process required to
successfully lead an enterprise from product to customer
--Vincent Roche, vice president, Global Sales, Analog Devices Inc.
"Jay Galbraith has once again written a path-breaking book on
organizational design. He has put the customer squarely in focus,
and developed a new paradigm for the design of effective
organizational based on this. Thus, a strong sense of relevant
organizational purpose is achieved, based on creating value
vis-à-vis the customer. A landmark book."
--Peter Lorange, president, International Institute for Management Development, Lausanne, Switzerland