Jeff Bezos, the founder and CEO of Amazon, once stated, “If we can keep our competitors focused on us while we stay focused on the customer, ultimately we’ll turn out all right.” However, customer-centric business models were not always the norm. A century ago, minimal competition meant little motivation to innovate or satisfy customers. The prevailing attitude was “We make it, you take it.” Customers had limited alternatives, granting manufacturers significant power.

Today, the landscape has changed dramatically. Reduced barriers to entry, deregulation, accessible technology, and lower switching costs have enabled new players to challenge established companies across various industries. This has heightened competition, making the quest for customers intense and ongoing. Dissatisfied customers can now easily switch to competitors. As a result, innovation and exceptional service have become essential for retaining customers. Peter Drucker encapsulated this shift in 1954 by asserting, “There is only one valid definition of business purpose: to create a customer.” Organizations now must prioritize customer needs, a concept Steve Denning terms the Copernican Revolution in Management in his book The Age of Agile. This analogy likens the shift in business focus to the historical transition from a geocentric to a heliocentric view of the universe, symbolizing a power transfer from businesses to customers.

In the pursuit of creative work and new products, understanding the customer is irreplaceable. Innovation requires a seamless integration of design and execution. Moving away from bureaucratic management necessitates clarity on the problems being addressed and the beneficiaries of those solutions. Teams can only make optimal decisions when they understand these aspects. People are not motivated by being mere components in a machine, especially when the machine’s purpose is unclear.

While few would oppose the idea of focusing on the customer, many organizations fail to reflect this in their structure. Organizational charts often depict hierarchical pyramids with no clear link to the customer. Jack Welch criticized such structures, noting that in hierarchical organizations, “everyone has their face toward the CEO and their ass toward the customer.” This often results in most employees being disconnected from the organization’s core mission and the customer problems it aims to solve.