IBM Global CEO Study 2012:: customer-centricity v industry “eccentricity”


Once you get over any revulsion to the term “customer centricity” it does make really good sense, UNLESS you are one of the many people who can’t see beyond a linear supply chain with customers at one end!

imageI loved the revelation that insurance CEO’s appear to be on-board with the “sentiment”. But then I remembered that, in business (particularly the Financial Sector), there is little scope for sentiment just plenty of time for rhetoric i.e. talking the talk to, such as, IBM, PwC, KPMG, etc.

Customer focus for insurance CEOs means getting everybody involved

  • Employees. “Empowering employees through values” is a key imperative for CEOs in 2012. Technical skills are necessary but not sufficient anymore. Flexibility and communicativeness become the most important personal traits.
  • Partners. “Amplifying innovation with partnerships” means thinking past the traditional partnerships with agents and brokers, to working with third parties in claims remediation and even in underwriting.
  • Finally, the CEOs themselves need to be involved. Customer centricity starts at the top, and 68% of insurance CEOs see customer obsession as the key characteristic a successful CEO needs.
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Insurance:: GIAS “Phase II”– turning threat into opportunity


I should pay Warren Buffett a royalty (not that he needs it) for excessive use of this phrase:

image

“be greedy when others are fearful and fearful when others are greedy”

But few can doubt that we are paying the price for greed. Whether we are all more fearful could be debated but we are, certainly, financially, socially and environmentally  “poorer” for the experience. Hopefully, we are “wiser”!?

For obvious reasons the financial sector is fearful of what the future holds for them because of the implications of new “mechanisms” that are intended to avoid a repeat of financial meltdown. One thing for sure is that, as much of the cost of increased regulation, falling or unpredictable margins, etc. will be passed on to customers.

How hard a sell will that be for “reputationally damaged” institutions that have, knowingly, abused the trust they once enjoyed???

How much more attractive will their actions (and subsequent inaction) make, innovative propositions, from existing competitors and new entrants look? Read more of this post

Management Consultants: “Capitalising on complexity”


I have accumulated quite a collection of “papers” advising business how to deal with complexity and am happy to share them…so long as everyone understands that I am not endorsing any of them!

For your delectation I am pleased to add to the list of what, in the main are “qualitative management consultant-speak” that, even when referring to research, interviews, etc. read (to me at least) like documents produced on a topic, primarily because it is topical and offers a further opportunity to secure some well paid consultancy work.

This latest publication is from Celerant Consulting. Make up your own mind…then take another look at the Ontonix website.

Call, email me or get an objective, quantitative, insight into complexity for  FREE!

It really makes my day when other people do a marketing job for Ontonix! OK, so there is never a specific recommendation to contact us but we are happy to settle for the next best thing. That is to identify where complexity IS already costing and will, increasingly, cost through: the impact upon clients, customers, employees and “the bottom-line” budget to identify, measure, manage and monitor on an ongoing basis reduced ROI on assets and facilit … Read More

via Get “fit for randomness” [with Ontonix UK]

KPMG: Yet another warning about the impact of complexity…


…all good and well BUT WHO IS ACTUALLY LISTENING AND TAKING ACTION!?

Here is an insightful (but not terribly useful) quote from the report:

It is not the nature of the complexity that a company faces that will determine its success; it is the extent to which the company can analyse the problem, identify the most effective way to address it, and then implement appropriate action. In doing so, the challenges of complexity can be turned into opportunities for growth.


There is no definition, no suggestion how to identify or measure complexity but the overall message is clear…DO IT AND REAP THE REWARDS… DON’T and continue to pay the price!

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Women Board Members from Around the World Meet: Complexity TOP of the agenda


Managing complexity could make the difference between success and failure so it is no surprise that the level of awareness is increasing rapidly:

“As one of the biggest challenges facing companies today, complexity is driving risk to the top of the boardroom agenda,” says Nancy Calderon, KPMG Americas Chief Administrative Officer and U.S. National Managing Partner, Operations. “But this also creates an environment to generate a competitive advantage – for those companies that are able to successfully cut through the complexity and harness the opportunity it brings. As a lead sponsor of the WCD Global Institute, KPMG is proud to play a role in helping influential women board directors from around the world shape innovative approaches to managing risk, reducing complexity, and creating a more sustainable future.”

via Women Board Members from Around the World Meet to Address ‘The Director’s… — NEW YORK, May 10, 2011 /PRNewswire/ —.