¿La clave para una organización realmente centrada en el cliente? Los datos
La anticipación suele ser fundamental en poder fomentar una cultura centrada en el cliente. Las empresas que utilizan una estrategia client centric a menudo pueden prever cada deseo, necesidad y posible capricho de su público objetivo, y encontrarse generosamente recompensadas en el proceso. Poner al cliente en primer plano, incluso por encima de los ingresos, puede hacer que una empresa sea un 60% más rentable. No es una mala propuesta para cuidar bien uno de los activos más esenciales de una organización.
Por supuesto, afirmar ser una empresa centrado en el cliente clientes más fácil decir que ejecutar. Las empresas que lo hacen con éxito a menudo utilizan un método diferente de pensamiento para lograr sus resultados: responden a las preguntas “quién-qué-por qué”. Utilizando estas tres preguntas, cada empleado puede entender mejor al cliente más allá de las simples características demográficas. Una comprensión más profunda luego ayuda tomar decisiones informadas, da forma a la experiencia en todos los posibles puntos de contacto y permite una orientación más reflexiva y significativa.
Con este método, los empleados hacen que los clientes se sientan vistos y escuchados. Los clientes ven a la empresa en la que eligieron confiar cumpliendo activamente con sus deseos y necesidades. Tales servicios básicos pueden hacer maravillas por la lealtad a la marca y la defensa de la marca. También puede animar a los consumidores a dedicar una parte más grande de sus billeteras, alrededor de un 3% a un 20% más.
En una sociedad acelerada, las empresas siempre deben buscar la manera más beneficiosa de apelar a los clientes y retener la lealtad. Una estrategia centrada en el cliente es el primer paso, aunque se necesita una comprensión más profunda de los deseos, necesidades y preferencias de del cliente y comunicarlas para obtener resultados tangibles. Esto plantea la pregunta: ¿Cómo se llega exactamente a una comprensión más profunda de un público objetivo?
Entendiendo al público objetivo
Las empresas suelen utilizar cuatro métodos específicos para captar hallazgos del consumidor y anticipar mejor los deseos y necesidades de los clientes. El primero es la observación naturalista, que monitorea las interacciones de las personas con el mundo. Estos hallazgos pueden ofrecer ideas sobre cómo un público objetivo podría intentar satisfacer un deseo o necesidad única. El segundo son las encuestas a los clientes que permiten a las organizaciones recopilar comentarios valiosos. El tercero son los grupos focales, que involucran a los clientes discutiendo productos o servicios.
Los datos son la cuarta estrategia. A diferencia de los otros, este método es donde las empresas están experimentando actualmente el mayor cambio. La computación en la nube ha llevado a replantear las actividades orientadas a la comprensión del cliente, como la analítica de servicio al cliente, la experiencia de marca, el marketing en redes sociales y las herramientas de voz del cliente.
Las nuevas opciones y sistemas pueden abrumar fácilmente a cualquiera que busque los datos correctos para implementar una estrategia enfocada en el cliente. Comenzar con un número limitado de métricas y expandirse desde allí puede ahorrar tiempo, dinero y problemas. Aquí es donde deben dirigir la atención primero:
1. Experiencia de marca
Seguir la experiencia de marca puede ayudar a capturar el sentimiento del consumidor sobre su marca. Da una mejor idea de lo que las personas piensan y sienten acerca de sus servicios. Si se hace bien, el seguimiento de la experiencia de marca puede dar luz a las iniciativas de la marca que funcionan o no, lo que permite redirigir los esfuerzos rápidamente. Tanto el puntaje neto de promotores como la satisfacción del cliente pueden ayudar a cristalizar lo que los consumidores podrían estar diciendo y pensando sobre su marca.
Las encuestas también pueden ser una gran fuente de información. Mantener las preguntas al mínimo y orientadas para fomentar una participación más completa. Además, asegurarse de no bombardear a los consumidores con cuestionarios. Una buena frecuencia para captar tales sentimientos puede ser trimestralmente. Entender las mentalidades de sus consumidores los anima a confiar en su marca y a seguir volviendo por más.
2. Experiencia del cliente
El seguimiento de la experiencia del cliente implica comprender las diferentes dimensiones del deleite del cliente, incluidas las reacciones emocionales y racionales a las ofertas de una empresa. También proporciona información sobre la inclinación del cliente a volver a comprar, recomendar o rechazar un producto o servicio en el futuro.
Usando ciertos conjuntos de datos, particularmente aquellos asociados con las interacciones, transacciones y perfiles de los clientes, puede llegar a lo que McKinsey & Company llama “perspectiva predictiva”. Esto puede ayudar a dar forma a la experiencia del cliente en el futuro. Todo lo que se necesita son algoritmos de aprendizaje automático para dar sentido a la información y dirigir fondos hacia ciertos puntos de contacto más propensos a impulsar el comportamiento a lo largo del viaje del cliente.
3. Alineación de empleados
En una organización centrada en el cliente, cada persona comparte el objetivo de crear una gran experiencia del cliente, desde los ejecutives hasta los asociados de primera línea. El seguimiento y la medición de la alineación de los empleados, o AE, le darán una mejor idea de qué tan bien cada miembro del equipo comprende a los clientes y, lo que es más importante, cree que entender y satisfacer las necesidades del cliente son fundamentales para el éxito de la empresa y el suyo propio.
AE comienza con un sentido de camaradería y pertenencia. Una encuesta de Deloitte encontró que el 79% de los empleados tienden a estar de acuerdo. Además, el 93% cree que es un factor que impulsa el rendimiento organizacional. Cuando los empleados pueden ver un objetivo común, es más probable que lo alcancen para el éxito de todos los involucrados.
Como con cualquier iniciativa relacionada con el cliente, todo se reduce a los datos. Los pasos más importantes son monitorear el sentimiento del cliente y comprender dónde puede ubicarse su empresa dentro de sus decisiones de compra. Simplemente aprecie que un movimiento incorrecto puede hacer que las personas busquen alternativas a sus servicios. Los clientes quieren lo que quieren cuando lo quieren. Al centrarse en una estrategia comercial centrada en el cliente, puede asegurarse de que lo obtengan y sigan regresando por más
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Organizations have long wanted to scale coaching, but have been limited by cost and capacity. With AI, that's beginning to change —new platforms are making coaching more accessible, flexible, and available on demand, extending support beyond a select group of leaders to entire populations.
For talent leaders, this shift creates both opportunity and complexity. With greater reach comes a new set of trade-offs: how to balance access with depth, flexibility with accountability, and efficiency with meaningful development.
The limits of unlimited (coaching)
Unlimited coaching sounds like the obvious answer. Remove the barriers, give everyone access, let people engage on their own terms. What's not to like?
In practice, quite a bit.
When coaching has no defined structure or cadence, engagement tends to become episodic - people show up when something feels urgent and step back when it doesn't. The coaching relationship never quite deepens. Conversations cover ground but don't build on it. And the development that was supposed to happen keeps getting pushed to the next session, and the next.
Three patterns emerge:
- Sporadic engagement over sustained development. Without a rhythm to anchor the work, coaching becomes reactive. Clients bring whatever is most pressing that week rather than working toward something larger. Progress happens in bursts, if at all.
- Insights that don't compound. Great coaching reveals patterns over time - things a client can't see in one session but can't unsee after several. Without continuity, and without a consistent coaching relationship to hold the thread, each conversation starts close to zero.
- Outcomes that are hard to measure. No milestones. No defined endpoint. No clear way for the organization, or the client, to know whether it's working. Activity fills the gap where impact should be.
The result is a model that's easy to scale and hard to defend. Which is exactly the problem talent leaders are navigating right now.
The relationship is the lever
Decades of research into what makes coaching work keeps arriving at the same answer: it's the relationship. Not the platform, not the methodology. The relationship.
When a coach and client build trust over time — developing shared language, returning to the same themes with increasing depth — something shifts. Conversations get more honest. Insights stick. The client starts doing the work between sessions, not just during them. That's when coaching becomes genuinely transformative, and it can't be rushed or replicated in a one-off session.
The ICF and EMCC are clear on this: continuity is what dives outcomes. The coaching engagements that produce lasting change are the ones where each session builds on the last, not the ones that simply offer more access.
Three principles make that possible: Consistency, Continuity, and Completion.
1. Consistency
The foundation everything else is built on.
The temptation when designing a coaching program is to treat flexibility as a feature — let people book when they want, swap coaches freely, engage on their own schedule. But frequent coach changes reset the clock. Every new coach has to earn trust, learn context, and find their footing with the client. That's time spent getting started, not getting somewhere.
A stable coaching relationship works differently:
- The coach starts to see around corners — patterns the client can't see themselves
- The client stops performing and starts being honest
- The relationship itself becomes a source of accountability, not just the sessions
Consistency doesn't constrain the work. It's what makes the deeper work possible.
2. Continuity
What turns a series of sessions into genuine development.
Without continuity, coaching tends to be additive at best- each session offers something useful, but nothing compounds. With it, the work builds on itself in ways that can't happen in isolated conversations.
What continuity makes possible
- A limiting belief surfaced in session three becomes a thread that runs through the rest of the engagement
- A behavioral pattern the client couldn't see at the start becomes impossible to ignore by the end
- Space opens up for the harder work - the kind that requires sitting with discomfort across multiple sessions, not resolving it quickly and moving on
That slower, deeper work is where lasting change actually happens. It doesn't come from more sessions. It comes from the right sessions, in the right order, with the same person.
3. Completion
The most underrated principle of the three.
In a world of unlimited access, there's no finish line, and without one, it's surprisingly hard to know what you're working toward, or whether you've gotten there. A defined endpoint changes the entire shape of an engagement.
A clear endpoint
Creates urgency and focuses every session on what matters most
- Shifts the question from "what should we talk about this week?" to "what do we need to accomplish before we're done?"
- Gives both coach and client a body of work to look back on, not just a log of conversations
For talent leaders, this is also what makes coaching legible as an investment. Sessions logged is an activity metric. A cohort of leaders who completed a structured engagement and can articulate what changed, that's a result.
Don't just scale it, design it (here’s how)
The opportunity in front of talent leaders right now is significant. The organizations that will get the most from this moment are the ones that treat coaching design as seriously as coaching delivery.
Practical design decisions
- Define the arc before you launch: set the number of sessions, the cadence, and the goals upfront, not after people have already started booking
- Protect the coaching relationship: Make coach switching the exception, not the default, and design your program to discourage unnecessary re-matches
- Build in milestones: create structured check-ins at the midpoint and end of each engagement so progress is visible to both the coach and the organization
- Separate on-demand support from developmental coaching: Use AI-enabled tools for in-the-moment guidance, and reserve structured engagements for the deeper work
- Measure completion, not just activation: Track how many people finish an engagement, not just how many start one
Questions to pressure-test your design
- Does every participant know what they're working toward before their first session?
- Can your coaches see enough context about a client's journey to pick up where they left off?
- Would you be able to show, at the end of a cohort, what changed, and for whom?
Access opened the door. Intention is what makes it worth walking through.
Three decisions that changed everything.
Two years ago, we made three deliberate decisions about how BTS would move with Applied AI.
We would become our own Customer Zero.
While others were building strategies, defining governance, and waiting for clarity, we made a different call: we decided not to wait. Not because the stakes were low, but because they were high. And because in a space evolving this quickly, clarity wouldn’t come from planning. It would come from movement.
So instead of starting with a roadmap, we started with three principles:
- No top-down mandate. The people closest to the work figure it out.
- IT must evolve from gatekeeper to enabler - leading AI trials and fast experimentation.
- Don’t wait for certainty.
We set the organization in motion, and once we did, things started to move quickly.
What if we started this company today?
Waiting for certainty is itself a choice, and it’s costing companies more than they realize.
We started where we knew the work best: our simulations. No perfect plan, just teams moving, trying, and iterating.
Simulations are core to who we are at BTS. Companies that simulate don’t just make better decisions they execute faster and build more engaged cultures.
The team asked a simple question:
"What if we were to start our company today?”
That question started the flywheel.
They asked IT for a few licenses and started building - vibe-coding, writing agents, and testing tools - moving at a pace that would makeany VC-backed start-up smile.
The messy middle.
At first, the team was underwhelmed.
The early reports were blunt:
“Not good with math.”
“Poor graph capabilities.”
The team wasn't discouraged.
They kept tinkering - jumping between tools, staying on top of new releases, experimenting constantly.
This was a small team, across 24 countries, building off each other’s ideas. Laughing at crazy creations. Breaking things. Iterating in a sandbox alongside real clientwork.
Each cycle produced something:
- A sharper scenario
- A faster build
- A more powerful simulation
The flywheel was turning, and it was generating something real.
When the diamond appeared.
Then something shifted.
The team moved into client trials across five countries. They figured out ISO compliance and built the architecture to handle the complexity, the “spaghetti.”
And what emerged wasn’t incremental:
- What used to take weeks started happening in days.
- Limited creativity started to feel like unlimited innovation.
- Clients became self-serving.
- Agentic simulations were built directly into client systems for real-time updates and preparation.
This was our first AI diamond - a high-impact outcome created by many cycles of experimentation compounding into real value.
It only appeared because we kept the flywheel turning, each cycle increasing the odds that something would break through.
95% adoption in eight weeks.
Then it was time to take the AI diamond global.
BTS is decentralized and highly entrepreneurial. We operate across 24 countries and 38 offices, where local teams have real autonomy.
And historically? That’s meant a low appetite for adopting something built somewhere else and pushed from the center.
So we expected resistance.
Instead, something surprising happened.
In the first eight weeks, we saw 95% adoption across our global footprint.
It felt completely different from our own digital initiatives, ERP implementations, top-down rollouts of the past.
This moved on its own. Why?
We realized it didn’t start with a framework or a model, it started with a feeling.
The feeling of being at the leading edge of one’s craft and profession.
- Joy
- Excitement
- Pride
As we watched this play out across teams it stopped feeling like isolated wins.
There was a pattern to it. A repeatable, organic, innovation motion.
And the flywheel didn’t stop with simulations.
It spread across finance, sales enablement, legal, operations, and client delivery. Some cycles led to small improvements, and others revealed new diamonds.
Not becausewe planned for them, but because we built the conditions for people to find them.
The question I'd ask any CEO right now: Is your flywheel turning, or are you still waiting for the perfect plan?
In part 2, I’ll share the key success factors behind the breakthrough, and what we’re now seeing across more than 120 global clients.
La maggior parte delle riunioni di vendita non fallisce.
Semplicemente non porta a una decisione.
Ed è lì che si perde valore.
I clienti di oggi sono più informati, più selettivi e hanno meno tempo.
Non hanno bisogno di altre presentazioni di prodotto.
Hanno bisogno di conversazioni che li aiutino a stabilire le priorità, decidere e andare avanti.
Eppure, il 58% delle riunioni di vendita non riesce a creare valore reale.
Non perché i venditori manchino di capacità, ma perché le conversazioni non sono progettate per far avanzare le decisioni.
“I clienti non agiscono su ogni esigenza che riconoscono.
Agiscono quando qualcosa diventa una priorità.”
In questo breve executive brief scoprirai:
- Perché la maggior parte delle conversazioni informa… ma non porta all’azione
- Cosa spinge davvero i clienti a stabilire priorità e muoversi
- Come creare urgenza senza compromettere la fiducia
- Il passaggio dal presentare soluzioni al facilitare decisioni
- Cosa distingue le conversazioni che si bloccano da quelle che accelerano il progresso
Se i tuoi team stanno affrontando trattative bloccate, decisioni ritardate o un pipeline lento, questo brief ti aiuterà a capire il perché e cosa fare in modo diverso.
Scarica l’executive brief e scopri come progettare conversazioni che portano davvero a decisioni.