by Mark Marone and Robert Graves

Key Insights

• In a rapidly evolving business environment, a customer-centered purpose provides everyone with a true north to enact change orders effortlessly.
• Customer focus gives people a stable grounding as they navigate toward their objectives, even in the midst of uncertainty and unpredictability.
• When employees have a shared purpose centered on the customer, they’re more engaged and empowered to work together, listen to the customer, advocate for project changes, and take action quickly.

When you think about how rapidly the business environment is evolving, the impact of customer demands and expectations is unmistakable. Today’s customers are looking for greater value, new features and more options. They also have higher expectations around the social and environmental impact of the products and services they buy.

At the same time, the data that’s being captured through interactions between companies and contractors is revealing new insights. Companies are using technology to anticipate necessary changes in the project’s parameters. Many contractors are capturing, at least, the basics when it comes to change orders. “In fact, 72% of respondents report they are capturing the root cause of the change order,” according to Kristen Sylva of Digital Builder.

All of this is happening against a backdrop of unprecedented disruption. At the rate projects are morphing, meeting customers’ needs, even the ones they haven’t yet identified themselves, becomes critical to success. No wonder organizations across industries are scrambling to become more agile, to be able to gather critical data, make decisions quickly and take action to meet evolving demands.

While a host of tools and technologies are helping organizations become more efficient and better able to predict and target customer preferences, technology alone won’t make an organization agile. From tools to skills to the behaviors and mindsets of the people, agile organizations are united around a common purpose that serves as a true north in volatile situations. And for highly agile organizations, that purpose is centered around creating value for the customer.

How a Customer-Centered Purpose Powers Agility

To understand the power of purpose, looking at some tangible examples is key. “One of the first things you want to do in order to properly handle change orders is fully understand what they cost your team. This is key not just to make sure it doesn’t happen again (if it’s avoidable), but also to see how it impacts your profit so you can change your overall strategy,” said Jenny Clavero in Construction Business Owner. Not only is that a guiding light for the organization, it connects employees and the work they do directly to the customer.

Change orders often disturb the workflow that has been established between customers and contractors, therefore having a set of best practices in place is vital for change orders to minimize disruption. Having a clear purpose that’s focused on creating value for customers enables agility in several ways:

Establishes the “why”: As the company’s “true north,” the purpose makes it clear why the company does what it does. Agile organizations recognize that they operate in an environment where the path forward isn’t set in stone; it’s understood that new information may prompt a course adjustment at any time. A customer-centered purpose is the compass that allows employees to continue to navigate toward the ultimate objective, even as the path there takes unexpected turns.

Provides the reason for change: That reason—to fulfill the purpose more fully by meeting customer needs more efficiently and effectively—empowers engaged employees to suggest and advocate for changes that will make the project a success and profitable.

And because it keeps the business more closely connected with its customers, employees are more attuned to customer needs and wants. They’re more motivated to capitalize on the intellectual capital of their customer base and create more value that truly matters to the customer.

Breaks down silos: A shared goal that focuses on the customer supersedes functional metrics. As a result, it helps break down silos and helps people work through conflict.

When disagreements arise over change orders, for example, a shared commitment to delivering on the organization’s purpose can help keep people in dialogue, working together toward solutions. Cross functional teams have a common gauge for evaluating what’s most important so they can make the trade-off decisions that may be necessary to keep the project moving forward.

Increases engagement: Having a customer-centered purpose that employees can connect their achievements to helps each person see the value of what needs to be changed. This kind of purpose-driven work increases engagement—and engaged employees help make organizations more agile. When the direction is clear, empowered people will naturally innovate new and better ways to finish the project in the fastest way possible.

What happens when companies are more connected to their customers? They become more innovative. This is innovation that serves the customer, and the reason it’s possible is because it’s conceived through a shared purpose that encourages people in the company to get on board with change orders, make quick decisions and implement change with confidence. That’s agility.

About the Author and Co-Author:

Author, Mark Marone, PhD. was the director of research and thought leadership for Dale Carnegie and Associates where he is responsible for ongoing research into current issues facing leaders, employees and organizations world-wide. He has written frequently on various topics including leadership, the employee/customer experience and sales. Mark can be reached at mdmarone@msn.com

Co-Author, Robert Graves, MBA, is a Dale Carnegie Certified Trainer for Rick Gallegos and Associates. His focus is creating sales professionals from average salespeople. He is the author of “Making More Money with Technology.” He often speaks on trends in the Marketing/Sales/Service triad. Robert can be reached at robert.graves@dalecarnegie.com

About Dale Carnegie: Dale Carnegie is a global training and development organization specializing in leadership, communication, human relations, and sales training solutions. More than 9 million people around the world have graduated from Dale Carnegie training since it was founded in 1912. Through franchises in over 90 countries and in all 50 states, Dale Carnegie’s mission is to empower organizations to create enthusiastic and engaged workforces by fostering confidence, positivity, and productive, trust-based relationships.