Jeff Bezos implemented these Inspirational Five Principles for global domination

Amazon founder Jeff Bezos employed 
rules and principles to make the company successful that are revealed in a new book,  “Flywheels: How Cities Are Creating Their Own Futures.”

The book was written by Tom Alberg, an early-stage investor and ex-Amazon board member of 23 years, and he explained Bezos'”Day1″attitude.

The book also talks about how Bezos overcame the company’s early difficulties in attracting investors.

Alberg described the rules that Bezos followed at work based on his experience watching the tech magnate make judgments.

Customer Obsession

In his book, Alberg noted, “The most important thing is customer obsession.” He went on to say that too many organizations, in his opinion, focus on their competition rather than Their customers.
According to Bezos, who testified before a congressional committee, “Customers Are consistently, delightfully unsatisfied.

We are continually inventing on behalf of our clients out of a desire to delight them” Alberg writes. According to him, Bezos made moves that harmed Amazon’s short-term business line but benefited customers and ultimately helped Amazon become a trillion-dollar company.

Continuous Invention & Innovation

“Continuous invention and innovation” is the second principle. According to Alberg, client happiness and inventiveness are inextricably linked. “When making decisions, customer happiness and innovation are powerful touchstones,” he added.

When you ask yourself, “What is the best decision for the customer?” it becomes much easier to make decisions. “Is there a way to invent our way to a solution?”and”Is there a way to invent our way to a solution?” Alberg writes.

Operational Excellence

According to Alberg, the third principle championed by Bezos is operational excellence. “Two-pizza teams,” “one-click shopping,” “single-threaded leaders,” and “working backward/becoming Outside-In” are some instances.

One of Bezos’ more inventive techniques is the”two-pizza rule,”which aims to avoid wasting a full day on unproductive meetings.

So, how does it work?
The more people you have at a meeting, the less productive it will be. The notion is that instead of expressing their viewpoints and ideas, most people will end up agreeing with each other (groupthink).

What is the solution?
Never have a meeting where two pizzas aren’t enough to feed everyone. According to Alberg, the fourth principle underpinning Bezos’ decision making process at Amazon is to think long-term.

Think long term

This can be everything from starting a new business to investing in new technology. Bezos’ early use of AI is one example.

“Jeff told the board that he intended to apply AI in every element of the business when firms were just beginning to understand the possibilities of machine learning and AI,” he wrote. The next step for Bezos was to employ AI experts and instruct the existing engineers on how to use AI.

According to Alberg, Amazon produced and made AI capabilities available to clients on Amazon Web Services, originally run by Andy Jazzy, now the new global CEO since the Jeff Bezos exit. Making AI available to employ in their businesses actually to compete against Amazon.

Staying Optimistic

Alberg noted that his fifth principle, and probably the most important, is his “staying optimistic for the future and how we are only in Day 1.” Bezos’ “Day 1” mindset is founded on the broader premise that, “while the internet and Amazon may appear mature to many, we are still at the beginning, according to Bezos.

Alberg commented, “It is his greatest expression of optimism about what the future will hold.”

These concepts are “not hidden,” according to Alberg. “However, you must adhere to them at all times, something most businesses are unwilling or unable to do.”

What is the Best Decision for the Customer?

Tom Alberg

Get the book:

Watch Bezos talking about Customer Obsession:

Image Credit: CC: Daniel Oberhaus, 2019

Do you want to embrace advanced Customer-Centric thinking and become Outside-In?

👉 Step #1 – Review the upskilling options to become an ACX Professional & ACX Master:

👉 Step #2 – Get The Book: Outside-In The Secret *FREE*

👉 Step #3 – Connect With The Community:

👉 Step #4 – Keep Pace with Change: Recent Keynote – The Hard Benefits of XM |

👉 Step #5 – Review the Testimonials Accredited Customer Experience Professional – BPG (

BP Group Signs New Partnership with Skai, Africa

London, England, Johannesburg & Cape Town, South Africa & Denver, Colorado


London, England Oct 16, 2021 /PRNewswire/ — BP GROUP confirms new African Partnership with Skai

As the Customer Experience begins to dominate the attention of global leaders BP Group, leaders in business transformation and outside-in thinking and practice announced today their official partnership with Skai based in South Africa.

Kamani Naidoo, who is the Co-Founder and Managing Director of Skai, has expressed her excitement to have signed this partnership deal with the BP Group and to serve customers/clients in the African continent and globally seeking to grow the Customer Experience discipline, Digitized Transformation levers and Strategic initiatives. Kamani, who is passionate about customer experience, uses the method of customer experience as a forefront by integrating this discipline into AI, Robotic, and Machine learning solutions. With her being a customer experience leader by practice (Africa, UAE, and UK) expresses a deep need to empower and enable individuals and businesses by coaching and mentoring, imparting her skills, knowledge, and experience into understanding and showcasing the value that Customer experience has to offer more so from a strategic point of view and how this discipline contributes valuably intrinsically and extrinsically by probing natural organic behaviors. 

Skai is well known across the African continent, the UAE, and UK, and operates within the private and government sectors with training, and consultancy offerings delivered by a team of globally recognized CX consultants acknowledged as specialists in customer experience and realignment to meet the challenges of the 21st century.

Shaun Naidoo, the Co-Founder, and Accounts Director of Skai expressed that they have decided to partner with the BP Group as global leaders in the Customer Experience and Business Process industry with long-term clients in 132 countries and another 44 partners across all continents. “The potential benefits of the partnership will be our incorporation of the Next Practice approaches,” said Shaun “into medium and large traditional institutions needing to upskill and meet the increasing challenges presented by the shifts brought about by both the pandemic, evolving customer and opportunities of the digital age”. 

The Potential benefits of the partnership will be our incorporation of the Next Practice approaches

Shaun Naidoo, co-founder, Skai

Steve Towers, BP Group CEO, welcomes their newest partners, Skai “Since 1992 we have led the way with the battle-tested proven methods and approaches to help corporations and government institutions realize the benefits of delivering Successful Customer Outcomes” He added “we very much look forward to now supporting Skai in bringing progressive approaches to the African region and beyond by mentoring and coaching businesses, introducing and elevating the unemployed through the methods of design, assisting the CX community within South Africa, Africa, and the UAE. We are pleased to strike this partnership agreement as Skai is active in helping the complete CX community, through a number of associations including the Academy of Customer Experience (ACE), CXSA and the PMI embrace progressive approaches to elevate CX into key strategic and operational roles.” 

James Dodkins, CEO of Rockstar CX and BP Group Senior Partner, added “CX has come so far in the last few years and it is especially refreshing to see such explosive community growth across Africa. With this new exciting partnership, we will assist in growing the professionalism of individuals and organizations alike.”


Steve Towers –
+44 (0) 7429 518277 | +1 970 368 5454


James Dodkins –
+44 (0) 7809703073


Kamani Naidoo –
+27 (0) 722382745


Shaun Naidoo –
+27 (0) 729322445


🖐 The Five Avoidable Mistakes of 80% of Customer Experience initiatives

Strategic positioning of customer experience is now widely recognized as a key to business success.

If you’re customer-first and do it in a smart way, then it can help the company.

Gartner 2021

Unfortunately, the majority of many well-intended CX initiatives become a victim of organization inertia and bureaucracy and sink to the level of metrics on dashboards buried in functional departments.

At best these failing efforts deliver small incremental performance improvements rather than providing the customer and business insights necessary to strategic success.

We have identified five major errors and causes of failure

1. Top teams have unreasonable expectations of CX success

2. Customers needs are not clearly defined from the Outside-In

3. CX Initiatives are not implemented with transformation in mind.

4. CX Initiatives focus on the wrong measures, rather than successful customer outcomes.

5. CX Initiatives go way down deep into functional complexity

👉 Error #1: Top teams anticipate CX Success without understanding the enterprise was never designed to do this stuff.

Talking about customer experience and implementing the changes necessary to delivering CX success are two quite distinct things. Many organizations brief their senior people with the importance of the business transformations underway, why a focus on the customer is essential to survive and thrive, and why it is necessary that the dots are connected from every activity to the customer experience. Fair enough. However, Top teams then anticipate internal leadership towards customer centricity but at the same time do not enable the underlying functions to realign to achieve successful customer outcomes.

The organization structure, rewards systems and technology were never designed to deliver great customer experiences

The realization that the organization structure, rewards systems and technology were never designed to deliver great customer experiences, they were in fact originally designed with an industrial age mindset to achieve industrial age goals. To achieve strategic CX success, it is necessary to understand the limitations imposed by inside-out thinking (getting better at doing stuff faster) and help the organization migrate to Outside-In thinking and practices (alignment to delivering Successful Customer Outcomes)

👉 Error #2: Customers needs are not clearly articulated and underpinned by smart Outside-In metrics

The challenge here is two-fold. Do we understand who our customers are, and what success looks like from their perspective?

It is frequently observed that 80% of profit comes from 20% of customers however organizations are especially fickle when it comes to understanding where they should focus limited resource to get the maximum sustained return from the appropriate customers.

Good discipline here is about identifying the categories of customer and prioritizing them in terms of needs and success. That can mean migrating away from undesirable customers. Intrinsic in this failure is arbitrarily segmenting customers by circumstance (where they are based, the length of relationship, immediate spend available etc.) rather than categorizing customers based on their needs.

Needs assessment is NOT about asking customers what they want.

Needs assessment is NOT about asking customers what they want.
If you asked your kids what they want for dinner, don’t be too surprised if they say burgers, ice cream, chocolate and gummy bears, on one plate. That question is just plain stupid. So why go asking customers what they want?

Smart CX companies figure out their customer needs even when the customer doesn’t know them. Case in point would be the launch of the iPhone more than a decade ago.

Apple’s genius was in understanding the new customer and getting ahead of the game to design products and services that met, at the point of launch, something customers could never have articulated.

This is not, however, an excuse to stop listening to customers, that is more essential than ever before. Just stop asking them dumb questions which may cause you to do the wrong things (rather like Nokia did).

👉 Error #3: For CX initiatives delivering success will require change and transformation

This is a very common problem and is rooted in the idea that CX initiatives are just another thing to integrate into the existing ways of working. This couldn’t be further from the truth. A fundamental of successful CX initiatives is identifying and implementing the ongoing change required across the enterprise to align everything to Successful Customer Outcomes.

align everything to Successful Customer Outcomes.

Once the customer needs are articulated work backward to recraft the appropriate structures that will guide the enterprise progressively towards success. That will, of course, require potentially significant changes to the shape and technology of how work gets done. It will reach into every nook and cranny of the business. Ultimately the organization may look quite different from the industrial age model and will become shaped to achieve the ongoing change brought about by the digital revolution.

👉 Error #4: CX Initiatives focus on the wrong measures, rather than successful customer outcomes.

The Successful Customer Outcome is like the beacon on the hill; everyone should be aligned and progressively moving in that direction. If your metrics are not contributing to that alignment, you may be getting better at doing the wrong things (in the context of delivering an optimized CX).

There is a remarkable lack of science in this sphere of CX Initiatives.

Here’s a good question to ask anyone in the business “is everything you are doing aligned to delivering a successful customer outcome?” and if the answer comes back with anything other than “yes, 100%” you may be doing dumb stuff really well. The why of that is easy to understand – you get what you measure, and frequently companies excessively measure outputs (what is produced) rather than business outcomes (what is delivered).

If you task people to measure outputs and reward them for improving those outputs, there is often a repeated disconnect between the work performed and the end customer delivery. Getting a balance right here is essential.

There is a remarkable lack of science in this sphere of CX Initiatives.
Reliance on simplistic measurement systems, with ‘one question rules them all’ approaches is not only misleading but may cause you to do precisely the wrong things.

👉 Error #5. CX Initiatives go way down deep into functional complexity

CX Initiatives have lofty visions but all too often become bogged down in organization politics and the natural resistance to change. Often the local leadership pays lip service to the customer experience ‘it is not my job after all’ and this resulting crawl ultimately thwarts the CX initiative.

focus on winning the triple crown – simultaneously improving the Customer Experience, Reducing Costs and Growing Revenues

To deliver and ensure ongoing success, the guiding light of the Successful Customer Outcome and it is associated focus on winning the triple crown – simultaneously improving the Customer Experience, Reducing Costs and Growing Revenues – should be on every agenda in the business. Linking the triple crown across the departments and divisions dispels the practical objections as everyone becomes accountable for demonstrating their substantial triple crown contribution. This, in turn, ensures a significant contribution to delivering the ROI for the CX Initiative.

There are many bear traps and blind alleys to avoid on the journey to delivering CX success however an understanding of the most common errors will ensure a greater chance of success. After all the goal is to deliver strategic Successful Customer Outcomes that result in terrific and rewarding customer experiences.

Do you want to embrace advanced Customer-Centric thinking and become Outside-In?

👉 Step #1 – Review the upskilling options to become an ACX Professional & ACX Master:

👉 Step #2 – Get The Book: Outside-In The Secret *FREE*

👉 Step #3 – Connect With The Community:

👉 Step #4 – Keep Pace with Change: Recent Keynote – The Hard Benefits of XM |

👉 Step #5 – Review the Testimonials Accredited Customer Experience Professional – BPG (

Three Secret (Top Team) Reasons why we have to get more scientific about the Customer Experience

Complexity is an insidious thing. Humans seem unable to keep things simple and will add rules, reporting lines, and complications seemingly for the fun of it. And process people take it to a whole new level.

Why is that so? There is a simple answer, but many people don’t like it, or don’t want to admit it; if you pay people for doing dumb stuff they get really smart at it.

Are you rewarding people for doing dumb stuff?

Politicians are especially good at creating fiefdoms and empires, and the ones really clever at that rise above the rest, making the problem progressively worse by in-turn recruiting like minded people. 

Now as much as humans have traditionally done this, there is a new kid on the block. And this new kid is defining a whole new way of being, one that is built and operated with the customer at the center of everything.

Don’t get me wrong, it isn’t that people haven’t talked about the customer before, just this time it is very different. The new game is all about customer experience management (CEM). 

Here are a few of the meaningful stats that back this up.

According to Gartner, 89% of all businesses will compete on customer experience this year.

Another 89% believe customer experience will be their main differentiator by 2022.

The Temkin Group found that companies that earn $1 billion annually can expect to earn, on average, an additional $700 million within 3 years of investing in customer experience.

 84% of companies who claim to be customer-centric are now focusing on the mobile customer experience.97% of global consumers cite customer service as important in their brand choice and loyalty.

CX also influences on-the-spot purchasing, too – as 49% of buyers have made impulse purchases after receiving a more personalized experience.

BPG Research 2021

And for those organizations effectively embracing the customer experience CEM is much more than journey mapping and the surface experience. For the leading companies, CEM is the opportunity to connect everything they do, from the customer interaction, right through to individual task, activity, and systems that support them.

Interestingly this eradicates unnecessary complexity and creates a virtuous circle. You figure out what a successful customer outcome looks like, you align everything you do to achieve it, the customer ‘gets it’ and comes back for more, and you evolve the customer experience to be even better next time. 

It is a bit like a fitness regime as you get fitter, you get faster, you become better, and what was once difficult becomes easy.

👑 Those who Get It Win the Triple Crown

Not surprisingly great CEM drives down the cost of delivery, improves service and grows revenue. This triple crown of deliverables becomes the tangible measure of success for Customer Experience Management.

And as if this wasn’t motivation itself to do more CEM the work environment is simplified; we can increasingly reward each other for delivering results and outcomes (doing the right thing), rather than just measuring and rewarding what we do (doing things right).

That is what I mean when we say ‘let’s get more scientific about the customer experience’

Do you want to know more?

The North Star Metric and Why You Need It Now

Have you got a North Star metric? It’s one of the essential things for any company looking to innovate and drive growth. If you haven’t created one yet, it is time to seriously figure it out. And today, I will be explaining what a North Star metric is, why it’s essential, and how to come up with one.

The North Star metric is the most critical. It is that Metric that would consistently deliver Successful Customer Outcomes (SCO’s) and drive sustainable growth if you focus on above all else.

For Facebook is ‘daily active users,’ Airbnb is ‘nights booked,’ and for the BP Group, ours is ‘monthly organization upskilling.’

Why is having one important?

Because delivering SCO’s and driving change is a lot of work, and it’s easy to dilute effort and resources on things that don’t move the needle. Additionally, getting distracted with the latest and shiniest new ideas is a common problem. Having a North Star metric keeps everyone in your company focused on the most critical Measure for your company’s success. Chosen wisely, it will connect the dots from the front line to the top team

Creating Your North Star metric

You may already have created it in your Successful Customer Outcome Canvas®[1] (SCOC®). Even if you haven’t yet the steps are straightforward by examining your current key performance indicators and assessing what could be a lead Metric. Examine the metrics in the context of what creates the best outcome, for the business and the customer. It is especially effective when you aggregate the SCOC’s against all your customer categories and bringing out the most significant ones and deciding decide which is the most essential Metric.

Defining that North Star metric can have a considerable impact not only on your immediate customers but on how your company operates overall.

Your North Star metric will be different from other organizations, as is how it’s rolled out and communicated.

Connect the dots, Draw the Lines

Anyone involved in delivering Successful Customer Outcomes and driving growth for your company, from the ‘C’ suite to the marketing team to the operations team and all of your external agencies, should be clear on your North Star metric and their role in driving it forward. If you don’t have one and your success maybe isn’t where it needs to be, perhaps you should consider defining one for your organization.

  • Set up a time with key stakeholders,
  • Identify your customer categories,
  • Agree on the SMART needs,
  • Choose the most important one, then
  • Brainstorm what it should be across the entire organization.

It starts with understanding who are your best customers are and why. You will need to cut through all distractions and noise to identify the one metric that will have the most significant and most sustainable impact on your business performance.

It’s a significant process, and sometimes it can be challenging to see the forest for the trees.

It will take a concerted effort, but it is one of the most worthwhile things an organization can do to connect the strategy to execution. Realistically isn’t that desirable for every organization seeking to make winning systematic?

The Guiding Light

The North Star metric becomes the guiding light. It is tangible, objective, and touches everyone and everything. It is a simple concept and as a result everyone can understand it.

You can explore the North Star Alignment approach within the Certified Outside-In Masters® program. Review the short video introduction here:

[1] The Successful Customer Outcome Canvas® is a technique within the CEMMethod®. This technique and its companion approach can be reviewed here.

Other Useful Resources

I have just done a 3 minute explainer video for Outside-In – see it here:

How to become Outside-In
Step #1 – Get The Book: Outside-In The Secret *FREE*  

Step #2 – Get The Training:

Certified Outside-In Master® |
Certified Process Professional Master®  |  
Accredited Customer Experience Master®  |  

Step #3 – Get the Software:

The Experience Manager |  

Step #4 – Connect With The Community:

LinkedIn |

Blog |

BPG Website |

Steve Towers Web  |

Twitter |

YouTube |

Podcast with Roland Naidoo | Live stream – | Business Awards…

Live broadcast with James Dodkins

This was an interview across the continents
(I am currently in Colorado, James is in England)

Do get along to the link – James will be hosting CX Rockstars from all over the globe 🙂

Business Leader in South Africa provides his views on Customer Centricity

Roland Naidoo, Senior Executive, Multichoice
Roland Naidoo, Senior Executive, Multichoice


Roland Naidoo (ACX Master) is a highly respected senior executive in the global entertainments business. As part of a podcast hosted by Futurology…

You can reach Roland here to progress the discussion:

Award won by yours truly!

I was deeply honoured by the PEX community at the annual conference in Florida last month and received the Global Community 2018 Award. Needless to say (but I will) this is as much down to you guys and your great transformational work, so I graciously excepted the Award on your behalf. Thank you so much :

See the snapshot here:

Next time we will be reviewing highlights of the upcoming 2018 conferences…

Part 1 of 4: There are four distinctly Outside-In ways that you can rethink process and in doing so achieve Triple Crown benefits.

I explore these more thoroughly in the book Outside In however for now let’s take them in bite sized chunks.
•     Understand and applying Process diagnostics
•    Identify and aligning to Successful Customer Outcomes
•    Reframe where the process starts and ends
•    Rethink the business you are in

Let’s start with…
1. Understand and applying Process diagnostics:
(These will be familiar to CPP people however a refresher is always nice)
Earlier we have mentioned Moments of Truth, those all important interactions with customers. Let’s take that discussion further and include other closely related techniques for uncovering the real nature of process – breakpoints and business rules.

Firstly Moments of Truth (MOT) were first identified by Swedish management guru Richard Normann (1946-2003) in his doctoral thesis “Management and Statesmanship” (1975).
In 1989 Jan Carlson, the CEO of Scandinavian Airlines (SAS) immortalized the phrase with his book ‘Moments of Truth’. He clearly linked all customer interaction as the Causes of Work for the airline and set about eradicating non value added MOT’s and then improving those he couldn’t remove. 
a)    Moments of Truth are a Process Diagnostic
b)    They occur ANYWHERE a customer “touches” a process
c)    They can be people-to-people, people-to-system, systems-to-people, system-to-system, and people-to-product
d)    ANY interaction with a customer is a Moment of Truth
e)    Moments of Truth are both process Points of Failure and Causes of Work

Carlson transformed the fortunes of SAS with this straightforward insight – all work in our organisations is ultimately caused by the Moment of Truth. Fix them and you fix everything else.
All Moments of Truth should be eradicated and those remaining improved. In doing so the customer experience is improved, costs are reduced and productivity maximised.

Next let’s review Breakpoints. Breakpoints (BP’s) are the direct consequence of MOT’s and are all the internal interactions that take place as we manage the processes caused by the customer interactions. 
a) Any place that a hand-off occurs in the process is a Break Point
b) Break Points can be person to person, person to system, system to person or system to system
c) Break Points are both process Points of Failure and Causes of Work

By identifying BP’s we can set about uncovering actions that would in turn remove them, or if not improve them. BP’s are especially evident were internal customer supplier relationships have been established say between Information Systems departments and Operations. Empirical research suggests that for every Moment of Truth there are an average of 3 to 4 Breakpoints. In other words a process with ten MOT’s will typically yield 30-40 Breakpoints.
All Breakpoints should be eradicated and if not at the very least improved. In doing so we get more done with less, red tape is reduced, control improves and the cost of work comes down.

The third in our triad of useful Outside-In techniques is Business Rules.
Business Rules are points within a process where decisions are made.
a)    Some Business Rules are obvious while others must be “found”
b)    Business Rules can be operational, strategic or regulatory and they can be system-based or manual
c)    Business Rules control the “behavior” of the process and shape the “experience” of those who touch it
d)    Business Rules are highly prone to obsolescence
e)    We must find and make explicit the Business Rules in the process

Business Rules (BR’s) are especially pernicious in that they are created for specific reasons however over time their origin is forgotten but their effect remains. For instance one Life insurance company had a delay of eight days before issuing a policy once all the initial underwriting work was complete. This has a serious impact on competitiveness as newcomers were able to issue policies in days rather than weeks. After some investigation it was discovered that the ‘8 day storage’ rule was related to the length of time it takes ink to dry on parchment paper. This rule hadn’t surfaced until the customer expectations changed. There are many examples of previously useful rules evading 21st century logic and blocking the achievement of successful customer outcomes. All Business Rules should be made explicit and challenged in todays context.

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Next time we’ll take a look at the second way to radically redefine process:

  • Identify and aligning to Successful Customer Outcomes