Modern customers are savvy and sceptical. Businesses can no longer win because of their scale, professionalism, and history. It’s those that put the customer’s best interest at heart who perform better and win.
In the past, customers often trusted banks on the basis of their scale, professionalism, and history. Today, customers are more likely to measure the trustworthiness of a bank based on their customer service and support. Customer-centricity is likely to be the key to winning over customers again.
Here’s a recap on the biggest takeaways from last month’s Step Change Open Haus event, How to Build a Customer-Centric Culture.
There is no question about it. Customer-centric companies perform better and are far better able to drive customer loyalty. If you‘re a company looking to adopt a more customer-centric culture, where do you start and how exactly do you make that transition?
Poor culture leads to poor conduct. Following the release of the Commissioner’s final report, it’s clear that businesses need to get their culture and governance right.
Many informed businesses today are actively looking for ways to transform their business model or their culture to become more customer-centric, but many struggle to implement it or just don’t know where to start.
In today’s diverse business landscape, creativity is an essential skill that modern business leaders need to have. It is synonymous to imagination and innovative thinking — specific skill sets that are necessary in pushing workforces to be progressive.
Companies do not come to faster decisions by osmosis — it is always the result of a better decision-making framework.In agile organisations, the ability to make nimble decisions lead to 2.5x the growth, twice the profit, and a 30% higher ROI on investments.
Read on to find out how you can unlock your ability to make great, smarter decisions.
In disruptive times, change may be essentially imposed to improve what is not working or steer the wheel towards a new direction.
No matter what type of change your organisation is going through, having the means to measure success and being able to report the progress to the board are crucial to ensuring that your organisation stays afloat as it wades through these challenging times.
The need to lead change is growing. But leaders who have done it before can attest that going through a transformation is a complicated process. Explore one of the key factors that helps leaders successfully lead transformations: change communications.
Our CEO, Ashton Bishop, reveals what businesses can do to find their next step change, and how to implement the Big 6 Challenges for business growth in this 7-minute Marketing the Invisible podcast with Tom Poland.
Running a business or managing a team is no walk in the park. Along the way, we realise that failure is unavoidable and sometimes even necessary. In this fourth video of a five-part interview series, we asked former Saatchi & Saatchi CEO Kevin Roberts on what we can learn from failure and how to make the most of it.
A four-billion dollar merger is underway between two of the country’s media player giants, Nine Entertainment and Fairfax Media. The new company name after the merger is Nine, and it is set to become Australia’s formidable integrated media player.
With two giants combining forces to create one formidable integrated media player, there is one worthy question that begs an answer.
When your employees make a serious mistake, what’s their initial response? Is it making excuses? Finger pointing? Or do they have a great sense of ownership for business results that they take action to solve the problem and learn from their mistake?
Many agencies who are at their optimal performance are striving to achieve peak performance thinking that is what is needed to win.
So we asked former Saatchi & Saatchi CEO Kevin Roberts how to maintain peak performance in your team and as an individual. In this video, he also shares how he has been able to put this into action to get to where he is now.
No matter how far-reaching a leader’s vision may be, the reality is that transforming organisations is a difficult and arduous task. Many businesses today are so deeply rooted in operational efficiency and stability that they continue to struggle with how to effectively manage and sustain change.
The Practice of Powerful Presence is a series of concepts and exercises that let you consistently bring out the best in you so you can be the best leader for others.
This is not another leadership tool or app you can simply download — it’s the complete operating system you need if you want to think clearly, think creatively, be powerfully present, and have an edge in your communications.
If you can’t simply define management and leadership then you can’t hope to be effective at either. We’ve got it down to a word for each. At the end of this article you should be able to see what great looks like — no matter what side of the divide you come down on.
Today’s dynamic global economy has us facing a challenging task of steering our organisations towards success.
The stress from rising competition and regulation, resource management, revenue generation, and customer retention only shows that we have the toughest jobs in the market.
Determination is one thing, but more often than not, achieving success takes more than just sheer willpower. You can be determined yet still be on the wrong path. Going full throttle with no steering wheel may just lead you to a crippling accident. It is essential to recognise the changes needed in your lifestyle and implement them so that you can start driving on the right road.
Happiness is such an abstract concept, yet when we experience it, it feels like an emotion that’s actually tangible. Whether through enjoying simple pleasures, connecting with other people, or achieving a life-long goal, there are different factors that contribute to one’s happiness. But even with all these ways to be happy, it can sometimes still be fleeting.
To most people, success is seen as a destination — a permanent position that can finally be reached through the culmination of the right actions. In a way, it is; and in a way, it isn’t. The right actions are definitely needed, but success isn’t a fixed state that requires a specific number of actions. It’s fluid and ever-changing, and it’s a series of choices that you have to make every single day.
If motivation were a fire, your goals would be the kindling and your driving factor would be the fuelwood that keeps it burning. Too often, people let fear be the driver to their success. Too often, the flame dwindles and exhausts itself. Fear is unsustainable as it is unreliable. In this video, Ashton Bishop, our CEO, shares how detrimental fear can be when using it as a source of motivation to succeed.
If there’s one thing that’s constant in our lives, it’s change. Some people welcome it, some people flee from it, and some people ignore it. In this insightful five-part series, Ashton Bishop, our CEO, shares how you can deal with change to lead you to success.
How many times have you read a book but found it difficult to articulate its message? In this article, Step Change CEO Ashton Bishop reveals how you can turn knowledge into action.
How much of what you read do you actually learn?
How much of that knowledge have you internalised and made useful in your life?
Chances are, it’s a lot less than it could be.
Unless you’ve been running your business under a rock, you would know that businesses today are operating in a VUCA environment. In this context, it’s the quick-thinking, action-oriented, and strategic organisations that win. Those that produce strategic documents and leave them in a bottom draw — well, they come second or simply fail to finish.
Leadership isn’t just about IQ or technical skill — in fact, these are the entry-level requirements for executive positions. When 58% of all success in jobs are accounted for by emotional intelligence, it’s a clear sign that it has a vital role in the workplace. Moreover, people with a high degree of emotional intelligence make an average of $29,000 more per year than people with lower degrees of emotional intelligence.
Is being a leader in a highly volatile, uncertain, complex, and ambiguous (VUCA) world driving you to the edge? Tough situations require you to be on top of your game, to make sound decisions for your team. But just when you need the very best version of yourself to run the show, the undesirable version shows up and makes a mess out of you.
Is there a way to be a better leader in the VUCA world?
VUCA is a military expression coined in the 90s to describe the tumultuous conditions of the battlefield. It stands for “volatile, uncertain, complex, and ambiguous.” And now more than ever, leaders are experiencing such times in the business context.