A Quote by Ken Blanchard

Successful organizations have one common central focus: Customers. — © Ken Blanchard
Successful organizations have one common central focus: Customers.
Given the increasing diversity among customers and employees, organizations that attend to cultural intelligence are more successful.
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.
My aspiration is that M&M become one of the most customer-centric organizations in the world. If we focus on understanding our customers, we will be able to develop customer-centric innovations.
In large organizations the dilution of information as it passes up and down the hierarchy, and horizontally across departments, can undermine the effort to focus on common goals.
To be successful, it is imperative that you not only know the organizations you work with, but more specifically, you have to know the actual people you work with within these organizations, understand what their personal goals and motivations are. In short, to be successful, you need to humanize your clients.
At the expansion stage, it's really easy to lose focus and chase the shiny object, instead of staying focused on what you're good at and the customers that are already successful.
We make a significant effort at Oracle to focus the organization on making customers successful in how they deploy Oracle technology and transform their business through IT.
I'm fascinated by management and organizations: how organizations get things done and how successful organizations are built and maintained, how they evolve as they grow from start-ups to small companies to medium companies to big companies.
Innovation often originates outside existing organizations, in part because successful organizations acquire a commitment to the status quo and a resistance to ideas that might change it
Chefs get sucked into the trap of 'fine dining' because some guides make it central to their ratings system and because some customers have been trained to focus their expectations on the trappings and not on the food. It's all a gigantic waste of energy.
In a difficulty in the company of the central and the instigator, be successful your central.
Geneva has a long history of hosting international organizations, which is part of the reason why CERN is here. CERN has signed agreements with the ITU, WIPO and the WMO. At first sight, there may not seem to be much common ground between CERN and, say, the World Meteorological Organization, but scratch the surface, and you'll soon find a common thread. All of these organizations have a vocation to stimulate technological innovation, and together we're stronger.
That the more authoritarian organizations survive and prevail goes generally unnoticed because people focus on the objectives of organizations, which are many and varied, rather than on their structures, which lend to be similar.
To do well those thing which God ordained to be the common lot of all man-kind, is the truest greatness. To be a successful father or a successful mother is greater than to be a successful general or a successful statesman... We should never be discouraged in those daily tasks which God has ordained to the common lot of man... Let us not be trying to substitute an artificial life for the true one.
The only thing all successful people have in common is that they're successful, so don't waste your time copying "the successful strategies" of others.
It's not so unusual for me to have a week of meetings that includes not only my employees, not only my customers, not only media, but could also include principals of local K-12 schools; it could include non-governmental organizations or nonprofit organizations or members of the community.
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