A Quote by Dave Ulrich

When leaders behave consistently with the expectations of customers, they are doing things inside their organization that deliver value outside. — © Dave Ulrich
When leaders behave consistently with the expectations of customers, they are doing things inside their organization that deliver value outside.
What had the board been doing when they see these things happening. I mean, you can write a law that says you cannot provide incentives for the openings of accounts, but I think it gets to be a deeper issue of the value structure of any organization and the value of its leaders.
If you are seizing on a new business opportunity, deliberately move your customers' expectations up a few notches and consistently over-deliver on your promises - you will leave your competitors struggling to catch up.
Often people say they can't base their strategies on customers because customers make unreasonable requests and because customers vary too much. Such opinions reveal serious misconceptions. The truly outside-in company definitely does not try to serve all the needs of its customers. Instead, its managers are clear about what their organization can and should do for customers, and whatever they do they do well. They focus.
it is all the question of identity. ... As long as the outside does not put a value on you it remains outside but when it does put a value on you then it gets inside or rather if the outside puts a value on you then all your inside gets to be outside.
If it's compelling and engaging enough, customers will consider paying for it. If we don't deliver something that has value, we won't expect value in return.
I don't look at business as a zero-sum game. I don't. I've never seen it play out that way in our industry, and I think you innovate and you add value, deliver value back to customers, and you get value back from the world.
While a fundamental responsibility of business leaders is to create value for shareholders, I think businesses also exist to deliver value to society.
We have no longer an outside and an inside as two separate things. Now the outside may come inside and the inside may and does go outside. They are of each other. Form and function thus become one in design and execution if the nature of materials and method and purpose are all in unison.
Things outside you are projections of what's inside you, and what's inside you is a projection of what's outside. So when you step into the labyrinth outside you, at the same time you're stepping into the labyrinth inside.
Excellence comes from human beings doing things of value that customers find memorable.
Amazon is pursuing something called Amazon Key, which lets its couriers unlock Prime customers' doors and deliver packages. It's pairing the service, which it plans to make available in 37 cities next month, with a camera so users will have intelligence inside and outside their homes, presumably boosting trust and lowering creepiness.
What you find is, you have to deliver a product that has value to the customer. When you do, and I think the wind community is getting much closer to that, customers will want it.
AWS moves fast, listens to customers, and creates value on top of our already successful cloud-computing infrastructure. We're consistently thinking two to five years forward.
Leaders should interact with everyone in their organization as if the interaction is being recorded and will be used as a training film on how to treat colleagues, coworkers, and customers.
The future of any corporation is as good as the value system of the leaders and followers in the organization.
Your customers are only satisfied because their expectations are so low and because no one else is doing better. Just having satisfied customers isn't good enough anymore. If you really want a booming business, you have to create Raving Fans.
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