Story:
Designing organizations that optimize around high value interactions to create maximum customer benefits

An organizational architecture tends to break down the concepts of function. If you really begin to look at how the customer plays in, because the customer has a more participatory role at the beginning of any sort of design activity. When an organization has less of a customer focus it tends to have the customer focus at the end of the process. What you really want to do is shift this around.

Kevin and his team suggests breaking down your support organizations and change them from being a failure or problem-based type of activity, to a design or needs and wants type of activity. This shifts the organizational structure around and drives management decision making towards the conversion of customer wants and needs from the subjective to the objective nature of how you can support that.

When you go from the Voice of the Customer to interpreting how you can design around a Voice of the Customer, you have to begin to look at how you convert subjective requirements of wants and needs to the objective nature of how you can support that.

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