| In May 2007, Ranjay Gulati (Michael Ludwig Nemmers | | | | Cooperation: Here the focus is two-fold. Separate |
| Distinguished Professor of Strategy and Organizations | | | | business units need to cooperate to support each |
| at Northwestern University's Kellogg School of | | | | others activities to achieve measurable customer |
| Management), wrote an article for the Harvard | | | | satisfaction, and employees who are closest to |
| Business Review entitled "Silo Busting: How to Execute | | | | customers need the authority to make decisions that |
| on the Promise of Customer Focus". | | | | benefit the customer. This kind of cooperation ensures |
| Gulati's main point is as true today as it was then -- | | | | the customer always comes first. |
| that while many companies claim to be focused on | | | | Capability: According to Gulati, companies need more |
| their customers, they are unable to deliver on these | | | | "generalists". These are described as employees who |
| promises within their current company culture. His basis | | | | "have experience in several products or services and |
| for this argument is that companies continue to focus | | | | a deep knowledge of customer needs" as well as |
| on their own needs versus the customer needs. | | | | having the skill and flexibility to cross organizational |
| Gulati identified four values that companies must adopt | | | | boundaries. These people see the big picture and |
| in order to successfully be customer-focused. These | | | | resultant are able to produce tailored solutions that |
| are coordination, cooperation, capability and connection. | | | | meet customer needs. |
| Coordination: Most companies are organized around a | | | | Connection: Gulati's research supports aligning with |
| specific function, product or geographical location. | | | | suppliers and partners. The rationale is that it support |
| However, customers don't think that way, and often | | | | better solutions for the customer as well as provide |
| the solutions they need do not fit within those | | | | cost-cutting opportunities. |
| boundaries. Gulati suggests that companies need to | | | | Gulati's four "C's" make sense, as they provide |
| create processes or mechanisms that break these | | | | companies with a process map that focuses on the |
| divisions - or silos - so that the customer gets the | | | | customer. Interesting to note, everything still focuses on |
| benefit of the entire company. | | | | the big 'C' -- the customer. |