Level 2 is the second stage of three on our customer-centricity scale. Based on your responses, your organization has begun to take steps towards becoming customer-centric, but you've still got a ways to go.  Keep reading to see some potential obstacles your organization is likely facing and learn what you can do to improve.


Your organization has taken some early steps to become customer-centric, and you've got a lot of room to grow. Many people in the organization understand the importance of the customer. Senior leaders truly value the customer and want to do right by her. In an engaged organization, customers may be one of the top priorities, but there are still many internal obstacles preventing you and your team from providing consistently great experiences. 


In an Level 2 organization, a customer-centric mindset may exist. When things are going well, leaders and employees genuinely want to do right by the customer as their highest priority. But when the going gets tough, leaders may tend to focus on financial goals more than what's right by the customer. To create more consistent customer-centric experiences, the right tools and processes are likely missing. You may deliver flashes of brilliance for the customer, but consistency from touch-point to touch-point may be lacking. 

Here are five business areas where customer-centric organizations excel. Below, we've provided a likely look into your organization's current state, paired with high level strategies to help you take the next step to improve.

Customer Insights

Data exists, but is not consistently used for decision making.

  • Data is formally collected, but your leadership seems to be more focused on the scores or vanity metrics than the deeper insights for decision making. 
  • Sometimes you collect data for data sake, without a specific purpose clearly planned.
  • While data may be used to improve current services and products, new ideas for additional offerings or cost savings still primarily come from "lightning strike" ideas.


Mix of fixed vs. growth mindset in your teams

  • You may have gotten trained on Day 1, but professional development opportunities may be lacking.
  • Your individual leaders show care for you, but there is little to no formal global processes. Or vice versa.
  • Good people work for your organization, but the qualities your organization looks for in new hires hires is largely up to the individual hiring manager.
  •  There may be strong communication within your small team, but balls get dropped when working across silos.


Missing the right tools or organizational structure to deliver

  • Some areas within the department have Standard Operating Guidelines, some have none at all. 
  • Some departments partner to accomplish difficult projects, but not to the full potential.
  • An initial customer journey map may have been built, but minimal action has been taken from it.
  • There is a focus on process improvement, but only at the management level. 


Your organization creates some original experiences, but innovation is likely not a key driver in your  culture

  • Your team members know you should be creating new types of experiences, but leaders in your organization are fearful of allocating resources to an initiative that might cannibalize current attention.
  • Your channels in which you engage your customers are diverse, but still far behind major entertainment organizations.
  • You tend to create some original ideas, but there is no structured ideation process or principles.
  • Feedback and action planning for experiences are done in silos.


Financial acumen is lacking. 

  • There are clear metrics that leaders are accountable to, but they tend to be lagging metrics, like top-line revenue, rather than leading metrics, like Net Promoter Score or Customer Effort Score.
  • Your organization may be overly focused on one side of the coin, either revenue generation or cost savings. 
  • Your organization likely does a good job of generating sponsorship revenue, but under-utilizes corporate partner's abilities to help you create new experiences that can generate long-term $ growth.


Based on your quiz results, here are some next steps we might recommend for you and your  organization. 


To truly see behaviors and future decisions change in your organization, it may take an experience transformation. And for sustained change, it won’t come overnight. It’s certainly possible, but not easy.

Many organizations have pulled off these types transformations before -- with the right processes and commitment. We’ve led these types of successful transformations before, with organizations just like yours.

The first step in any experience transformation is to get senior leadership aligned on what success looks like. Click the icon to learn our most effective tactics for getting leadership on the same page.


Is your leadership team typically skeptical of outside help? Is there a project you need to complete quickly that needs a customer-centric approach?

You may need a quick-win, but not just any quick-win. A quick-win with lasting positive impact. Luckily for you, we’ve combined best-practices we used at the Walt Disney Company with best-practices from Google and other customer-centric leaders to create a way for you to quickly build new ideas and validate them with your customers.  

Sounds interesting? Click the icon to see if the project you’re working on now can benefit from a new approach.


One of the best ways to help your organization become more customer-centric is to become a leader and improve your own skills.

You can set the example for those around you by upping your own game, learning from leaders in other industries and bringing new insights into your organization. 

Ready to kickstart your own personal learning journey? Click the icon to learn from the best in business

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