Designing the Customer-Centric Organization

The Author Jay R. Galbraith is a senior research scientist at the Center for Effective Organizations at the University of Southern California. He is professor emeritus at the International Institute for Management Development in Lausanne, Switzerland. Galbraith is the author of numerous books, including Designing Organizations, Designing the Global Corporation, and Tomorrow's Organization, all from Jossey-Bass.

• Preface. The Author. Introduction. 1. Surviving the Customer Revolution. The Status Quo Has to Go. The Customer-Centric Imperative. The Rise of the Customer Dimension. Strategy and Organization Model. Conclusion. 2. Customer-Centricity: How Much Is Enough? Customer Relationship Strategies. The Strategy Locator. Creating a Lateral Networking Capability. Conclusion. 3. Light-Level Application. Customer Lite. Degussa Automotive Catalysts Division. Learnings and Salient Features. 4. Medium-Level Application. The Global Investment Bank Case. Lessons from IBank. 5. Complete-Level Application. Complex Solutions and Customer-Centric Organizations. IBM. Lessons Learned. 6. Alternate High-Level Solutions Companies. Nokia Networks. Procter & Gamble. The Capability That Citibank Built. How to Manage the Change Process. Conclusion. 7. Designing a Customer-Centric Organization. The Semiconductor Company. Learnings and Salient Points. 8. Leading Through Management Processes. Leading Strategic Change. Linking Processes. Reconciling Strategies. Portfolio Planning and Solutions Development. Opportunity Management Process. Conclusion. References. Index.