Great insights. Getting the org structure right is a common problem. Customers shouldn’t be handed off several times between departments. Nor should they be marketed to by multiple divisions that have no knowledge of what the other elements are doing.
I made this mistake myself, too, when I was a leader. There were people responsible for the specific regions, or for the specific products, but no one was responsible for specific customer segments.
FELICES CINCO INGREDIENTES
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FELICES Y GRACIAS
Many thanks!
FELICES Y GRACIAS
Many thanks for the support!
Great insights. Getting the org structure right is a common problem. Customers shouldn’t be handed off several times between departments. Nor should they be marketed to by multiple divisions that have no knowledge of what the other elements are doing.
Based on my own (often painful and negative) experience
Interestingly I also observed these two mistakes:
1. They segment their customers based on the wrong criteria, and
2. They design their org structures around flawed linchpins
Thank you for unfolding this strategy issue so clearly. Your story deeply resonated with me.
I made this mistake myself, too, when I was a leader. There were people responsible for the specific regions, or for the specific products, but no one was responsible for specific customer segments.