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Designing the Customer–Centric Organization. A Guide to Strategy, Structure, and Process

  • ID: 2211115
  • Book
  • May 2005
  • 208 Pages
  • John Wiley and Sons Ltd
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A Proven Model for Becoming a Customer–Driven Organization

"Jay Galbraith has once again tackled a complex subject and made it not only clear but deeply engaging for his readers. The result is an excellent practical road map for organizations trying to develop customer–centric solutions."
Israel Makov, president and CEO, Teva Pharmaceutical Industries Ltd.

"Jay Galbraith is one of the world′s premier experts in organization design, having vast knowledge of both the theory and practice of creating sustainable competitive advantage. P&G′s new organization structure is producing significant competitive advantage, and uses many of the concepts of customer–centricity detailed by Jay."
Keith E. Lawrence, director of human resources, Global Beauty, P&G

"In a world where business success or failure is increasingly dependent on a company′s ability to align its resources around the customer, this book is a must–read that describes in very practical terms how large organizations can cope with this added dimension."
Gerard J. Kleisterlee, president and CEO, Royal Philips Electronics

"Galbraith provides an excellent framework for navigating through the complex organizational decisions and processes required to successfully lead an enterprise from product to customer centricity."
Vincent Roche, vice president, Global Sales, Analog Devices Inc.

"Jay Galbraith has once again written a pathbreaking book on organizational design. He has put the customer squarely in focus, and developed a new paradigm for the design of effective organizations based on this. Thus, a strong sense of relevant organizational purpose is achieved, based on creating value vis–¿–vis the customer. A landmark book."
Peter Lorange, president, International Institute for Management Development, Lausanne, Switzerland

Instructor′s Guide available at [external URL]

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The Author.


1. Surviving the Customer Revolution.

The Status Quo Has to Go.

The Customer–Centric Imperative.

The Rise of the Customer Dimension.

Strategy and Organization Model.


2. Customer–Centricity: How Much Is Enough?

Customer Relationship Strategies.

The Strategy Locator.

Creating a Lateral Networking Capability.


3. Light–Level Application.

Customer Lite.

Degussa Automotive Catalysts Division.

Learnings and Salient Features.

4. Medium–Level Application.

The Global Investment Bank Case.

Lessons from IBank.

5. Complete–Level Application.

Complex Solutions and Customer–Centric Organizations.


Lessons Learned.

6. Alternate High–Level Solutions Companies.

Nokia Networks.

Procter & Gamble.

The Capability That Citibank Built.

How to Manage the Change Process.


7. Designing a Customer–Centric Organization.

The Semiconductor Company.

Learnings and Salient Points.

8. Leading Through Management Processes.

Leading Strategic Change.

Linking Processes.

Reconciling Strategies.

Portfolio Planning and Solutions Development.

Opportunity Management Process.



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Jay R. Galbraith
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