These past few weeks have been rich and intense for me, with lots of travels and activities at client companies (coaching sessions, workshops and keynote speeches). Some experiences have been instructive and challenging, others instead have validated previous ones. Among these, a situation where once again 3 key requirements turned out to be essential to

“We should be more focussed on our customer’s needs” or “we want to become a customer-centric company”. At first sight, these two sentences seem quite similar, but if you read them again you’ll notice a huge difference. In fact what’s implied – i.e. not written – defines two different visions and goals. So I open the

While 90% of conversations about Digital Customer Service buzz over AI, managers have one key priority: maintaining clarity. More precisely, making sure that goals and actions are aligned and coherent one another. In fact it doesn’t surprise me that the majority of managers I have conversations with, say that part of their job is ‘finding

Supposition, hypothesis and guess are synonyms of what may happen within a company. Picture this and let me know how it resonates: teams ‘A’ and ‘B’ have been assigned different tasks. Upon carrying out them, these teams will have to work together in a project. Suddenly – often too late – they realize a lack

“Since it’s the last session of this intensive up-skilling journey, I want you to know that I did appreciate your commitment from the very first workshop and I’m proud of the results that you have achieved…” That’s what I said last Wednesday kicking off the last leg of my Customer Culture Academy, after working with