The Outside-In Corporation: How to Build a Customer-Centric Organization for Breakthrough Results

Do not be misled by the reference to "corporation" in the title. What Barbara Bund provides in this book can be of substantial value to decision-makers in any organization (regardless of size or nature) which has an urgent need to achieve "breakthrough results" by gaining a much better understanding of -- and then becoming much closer to -- those of greatest importance to its success. Thus, healthcare providers would think in terms of becoming patient-centric, trade and professional associations (e.g. chambers of commerce) would think in terms of becoming member-centric, etc. As she explains in the Preface, "The primary objective of this book is to help business managers use [her various] insights effectively in practice. It is to share the outside-in discipline -- to provide a road map for managers to follow in creating and leading outside-in corporations, even in organizations where the unfortunate inside-out perspective has prevailed in the past." (page xviii) Bund carefully organizes her material within 13 chapters which begin with a probing analysis of "the bad habit of inside-out thinking" and conclude with a summation of "the bad news and the good news" followed by provision of four additional "outside-in tools" and then a recommended process to establish and then sustain an "outside-in discipline." I especially appreciate the fact that Bund provides recommended "Outside-In Actions" at the end of each chapter. These sections reiterate key points, of course, but they can also serve as invaluable self-audits if completed with appropriate rigor and (yes) candor. Here are a few representative excerpts which, although taken out of context, suggest the high quality of Bund's thinking and writing: "Even if customers are able to articulate their product needs, it's important to be clear about just what they mean, especially when they use some key words that can have a variety of significantly different meanings. A short initial list is quality and service. It is essential to explore what [such] terms mean to particular customers in specific situations." (page 68) NOTE: Two points. First, many customers cannot articulate their product needs but can at least provide a "wish list" of preferences, frustrations, unmet needs, etc., and will do so but only when asked. Second point. Warren Buffett is reported to have suggested something to the effect that price is what you charge but value is what others think it's worth. Hence the importance, Bund insists, of having customers define the given terms so that an appropriate response can be formulated. "The most important thing about this definition [of strategy based on a marketing mix of product, price, communication, and distribution] is that it requires that the strategic tools must be chosen to address the needs of one or more market segments. There must be a clear customer foundation, based on customer needs and behavior. In addition, the components of the strategy must fit with one another an