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To bridge this gap, we need to shift our focus. Yes, revenue and profit matter, but they're the result of customer behavior, not the cause. Instead of fixating solely on financial metrics, we need to ask:
1. What are our customers doing (or not doing) today?
2. What’s stopping them from being more successful and/or satisfied?
3. How might we deliver more/better/different value to drive the behaviors we want to see?
This approach requires a delicate balance. We can't ignore financial realities, but we also can't afford to sacrifice customer value in pursuit of short-term gains. Instead, we need to find creative ways to align customer needs with business goals.
Are Your C-Suite Metrics Ignoring What Customers Really Want?
Jeff Gothelf
That drove Gustafson to flywheel step 2: Build collaborative improvement teams. Each teacher would join a team led by an experienced Ware teacher who exemplified the culture. The mechanism generated cohesion and momentum as teams met in collaborative improvement meetings at least once per week, teachers coming together to share ideas, get feedback, discuss individual student progress, and improve the Ware teaching recipes.
Turning the Flywheel
Jim Collins
Strategies focus resources, energy, and attention on some objectives rather than others. Unless collective ruin is imminent, a change in strategy will make some people worse off. Hence, there will be powerful forces opposed to almost any change in strategy.
Good Strategy/Bad Strategy
Richard Rumelt
...catch up on these, and many more highlights
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