Relationship Economics, 3rd Edition

CHAPTER 3Six Phases of Strategic Relationships

Leaders work diligently to ensure that their organization's growth journey is the right one that can operationally scale and evolves the organization with changing market demands. They aim to place the right people, in the right jobs, with the right resources, priorities, and attitudes. They invest in this talent, measure their progress, and aim for continuous improvements. When reviewing a host of critical metrics such as KPIs, OKRs, or NPS scores, the perception is that the organization is doing well.

And yet, many of these organizations struggle with very similar challenges:

• Revenue Performance: Why are we struggling with customer acquisition or retention? Why are we struggling to gain mind share or consistent wallet share? Why do customer acquisition costs continue to rise against that customer's lifetime value? Why do some of our sales cycles push each quarter, even though our revenue operations track every step of the buyer's journey?
• Isolated Exceptionalism: Why do only a few departments or teams seem truly effective while the others struggle to keep up? Why don't the less effective teams learn from other teams' exceptional performance?
• Talent Silos: Why do all our talent and expertise in one subject gravitate to one area or department and stay there? Why do silo mindsets seem to sabotage our best intentions?
• Knowledge Transfer/Brain Drain: Why does crucial knowledge walk out the door with departing individuals? How can ...