Turning things around, making customers the center of the targets a supplier follows in business life, requires an intelligent plan to make it a natural movement that takes the whole organization with it. Making the customer an active driver of interaction, channeling this in the right way, is the lever that convinces internal teams to join the bandwagon of cultural change.

It is necessary in our future digital societies that customers are actively involved, that they stay the subject of society, not the object. As a management attitude, making the customer the subject comes with a number of assumptions that are in vivid discussion.

‘Customers do not want to be involved’.

They do! If not, e-commerce would not have the success that it has. Customers like to be involved and in control. They even take active control of parts of the process chain – maintaining up-to-date personal data, managing the payment process, defining the corner stones of logistics. By doing so, they are a big cost savior. This cost improvement is achievable when customers are not only interaction partners, but integrated process partners. Where customers are process partners, contact and involvement are a natural part of daily life.

The most important golden rule in developing a customer-centric culture is to put the customer not only at the center, but in the driving seat of customer relations and interactions. How and when to take the initiative of interaction? How does this plan meet with the communication demands of customers? How to ask questions to make the customer the reference, at the same time creating relevant information? How to set the ‘grammar’ of feedback that makes it a smooth process? Governance and rule setting for customer feedback systems need to find a specific answer to all these questions.