The people part of business operations.

the ceo magazine, customer retention
Chip R. Bell, author, The 9½ Principles of Innovative Service

Organizations struggle to unravel the real reasons their valued customers leave.  Most gather explanations as a customer closes an account.  What they learn is almost always a tiny glimpse at a misleading symptom and almost never the accurate diagnosis of the true issue. For example, customers rarely leave because of price, changing needs, or poor quality.  Customer insights come from methods that unearth the truth rather than a conflict-avoiding excuse.  Customer forensics® is the deliberate study of the accurate reasons customers leave. 

This past week I read a book that offers business owners information that they can use every day. It’s called People Tools and the name does the content justice. There are lots of books about business. In fact, far too many with some unrealistic views about how a business owner can achieve success.There are also plenty of “self-help” books that seek to provide insight on how to live a more fulfilled life, something that many business owners struggle with every day.

the ceo magazine, business management,
Chris Whipple, author, A.C.T. Now or Fail!

In my past two articles (part 1 & part 2), I introduced a new organization structure that uses the traditional organization pyramid turned on its side.  This sideways pyramid can be seen as an arrow pointing toward a target with the leader out in front leading the way.  The target or goal that each organization needs to be striving for is long-term sustainability.  To accomplish this lofty goal, a list of infrastructure requirements called the Organization Bill of Rights were explained.  The basic concept behind these requirements is a leader of any organization has an obligation to look out for the best interest of the organization. 



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