The Myth of “Customer-Centricity”: Why Many Companies Are Missing the Mark

In today’s business landscape, the term “customer-centricity” is frequently touted by leaders, marketing teams, and corporate mission statements. Most companies insist they prioritize their customers’ needs, but the reality often tells a different story. A troubling trend has emerged: many organizations are merely paying lip service to customer-first ideals while actually prioritizing profits, corporate politics, and products no one has asked for.

Consider this: Are we truly embracing customer-centricity when customers find themselves navigating endless interactive voice response (IVR) systems, waiting excessively for support responses, or being coerced into ill-fit bundles? It seems more accurate to label this approach as “profit-driven with a surface-level customer focus.”

In my view, genuine customer-centricity transcends strategy; it is fundamentally a culture. This means crafting every interaction, system, and product decision around enhancing the customer experience—sometimes even at the expense of short-term profits. It involves empowering customer-facing employees to resolve issues creatively rather than simply adhering to rigid scripts. Unfortunately, it seems that many organizations are falling short in this regard.

I understand that addressing these uncomfortable truths can be challenging. However, it’s time we have an honest conversation about customer-centricity. How do you feel about the current state of customer engagement in your own organization? Let’s share our thoughts and experiences.