Regaining customer relevance: the outside-in turnaround
Purpose ‐ The purpose of this paper is to report on the authors' in-depth investigations of six successful turnarounds, which found that renewal was accomplished by a new management team that stepped outside the boundaries and constraints of the company and looked at
its market through the eyes of customers and competitors.
Design/methodology/approach ‐ The authors describe how to perform an outside-in turnaround that refocuses the company on the needs and expectations of the customer. This customer focus energizes and focuses the
entire organization toward a shared sense of purpose.
Findings ‐ The forces moving a company to an inside-out view are persistent and powerful. They must be countered with a tough resolve to ensure a company meets its customers' test for relevance.
Practical implications
‐ The challenge of beginning a successful outside-in turnaround is to find the right balance between realism and optimism.
Originality/value ‐ The authors show how leading and sustaining an outside-in turnaround means giving the organization a clear sense of
purpose around the unifying theme of delivering superior customer value.
Keywords: Alternative plausible futures; Competitors; Customer needs; Growth strategy; Market intelligence; Relevant value proposition; Superior customer value; Turnarounds
Document Type: Research Article
Publication date: 28 June 2013
- Previously published as The Antidote
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