There is a well-known story about a traveller who came upon three individuals working with stone.
Curious as to what the workers were doing, he approached each of them and asked, ‘What are you doing with these stones?’
The first worker quickly responded, ‘I am a stonecutter and am cutting stones’, the second said ‘I am a stonecutter and trying to make enough money to support my family.’
Having two different responses to the same question, the traveller turned to the third worker and put the question to him.
The third worker stopped what he was doing, bringing his chisel to his side. Deep in thought, he mused, ‘I am a stonecutter and am building a cathedral!’
This story is often used to illustrate the need for purpose and meaning in the world of work – the need to be able to see the grand design and feel part of something bigger.
How can one create meaningful and productive work for staff to serve the diverse needs of consumers? Imagine a world in which the worker was not only the stonecutter, but also the architect and the builder – and someone who paid close attention to individual customers’ needs.
Clearly the structures and principles for designing and organising work would need to be fundamentally changed to make this happen.
Many organisations, however, are far from flexible enough to cater to individual customers’ needs. Their infrastructures and systems are set up like those used to produce the cathedrals of old, in keeping with an earlier way of working – a way of working that once helped them to serve their customers, but now hampers them in doing so.
The journey to a Customer Value Enterprise® is neither as difficult nor as hazardous as the process of building a cathedral. If you think about it, working within the mass-production environment is often very difficult and complex due to the desire to make accurate forecasts, to maintain maximum employee activity, and to try to standardise and plan in a world where customer demands and market drivers are creating discontinuous change.
Detailed planning in such an environment is no longer feasible. Trying to maintain a model that has reached the end of its useful life just creates more complexity, frustration and loss of business. In contrast, what we are asking, quite simply, is that organisations understand what customers need and develop systems and processes that can respond on demand.
So why is it so difficult to create truly customer-focused service organisations capable of catering to the diverse needs of customers? Many organisations fail to comprehend that most of the work they perform does not create value for customers.
We believe that the problem lies in changing the way staff view the nature of service work itself and in changing the way they think and behave in relation to customers.
This requires a reorientation of workforce and management thinking as radical as changing humankind’s thinking from an Earth-centred (self-centred) view of the cosmos, in which everything is seen as revolving around the Earth, to a Sun-centred cosmos, in which everything is seen as revolving around the Sun.
The question organisations need to ask themselves, therefore, is this: do our customers have to spin around our business to get what they want?