The biggest audience companies play to these days is their employees, not their customers. Certainly, customers matter. But employees matter more. Customer-centricity is subordinate to employee-centricity.
It has been written that culture eats strategy for breakfast and that culture is a great differentiator among companies.
Merging a company is hard to do. Yet it can be incredibly fulfilling and empowering for leaders and for employees. Mergers present both opportunity and anxiety. Possibilities are endless for leaders to transform both entities and use the new start to set a new direction with a performance culture. At the same time, change creates anxiety as many people are forced to think outside their default behavior zone. Mergers put human behavior on the front...
Employees are the frontline when it comes to customer relationships and delivering the brand experience. This is especially true in a service business. Investing in a brand’s people should always be a priority.
Companies often have inspiring purpose statements, such as “to bring health through food to as many people as possible” (Danone), “to connect everybody to live a better today and build a better tomorrow” (Vodafone) and “to make a difference in the lives of people globally through our innovative medicines, vaccines, and animal health products” (Merck).
