客户至上
By Michael Ballé and Nicolas Chartier
迈克尔·巴莱 和 尼古拉斯·夏蒂埃
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We embarked on a learning journey to provide personalized service to each customer …
我们踏上了学习之旅，旨在为每位客户提供个性化服务
（续上期）
As we evolved from a startup to a scaleup, we realized that attitudes don’t.
随着我们从初创企业发展为成长型企业，我们意识到态度并不能简单地随着规模的扩大而提升。
We could improve our customer experience by gradually improving the product and doing whatever we could regarding service.
我们可以通过逐步改进产品和尽力提升服务来改善客户体验。
But scaling up created a degree of bureaucracy in both our functional expert departments and in repeatable processes.
但规模的扩大也在我们的专业职能部门和可重复流程中带来了一定程度的官僚作风。
We discovered that processes are essential to structure a larger enterprise but that processes can be the problem and people the solution.
我们发现，虽然流程对于构建一个更大的企业结构至关重要，但流程本身也可能成为问题，而人则是解决问题的关键。
We tackled this core challenge by developing leadership at all levels.
我们通过在各个层级培养领导力来应对这一核心挑战。
We asked leaders to spot and encourage employees with authentic customer leadership beliefs and behaviors—who put customers first and business second.
我们要求领导者发现并鼓励那些拥有真正客户导向的信念和行为的员工——即那些将客户放在首位、将公司业务放在其次的员工。
This development relies on the kaizen leadership of frontline managers. Constantly encouraging kaizen provides employees with the orientation and
the space to think about customer problems.
这种思维的进步依赖于一线管理者的改善（Kaizen）领导力。持续鼓励改善的做法为员工提供了思考客户问题的方向和空间。
Even this challenge recalled the underlying problem of resisting the bureaucratic bias of any large company.
即使是这项挑战，也让人想起抵制任何大公司的官僚偏见的根本问题。
As we looked at our kaizen efforts at the gemba, we came to ask: Is this about giving better value to customers or solving an internal bureaucratic
problem?
当我们在现场审视改善（kaizen）工作时，开始问自己：这是为了给客户提供更好的价值，还是在解决内部的官僚问题？
While there is nothing wrong with solving internal issues that create the best working conditions for all our staff, we constantly had to remember the
primary rule: Customers come first.
虽然解决内部问题以为所有员工创造最佳工作条件并没有错，但我们必须时刻牢记首要原则：客户至上。
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We realize maintaining a customer-first culture will be a never-ending effort
我们意识到，维持客户至上的文化将是一项永无止境的努力
Even after going public and enjoying continued growth, we still constantly struggle with this key issue: How do you retain and spread the customer-first spirit as you scale a startup?
即使在企业上市并持续增长之后，我们仍然在不断努力解决一个关键问题：如何在扩大初创企业规模的过程中，保持和传播客户至上的精神？
We’ve come to believe that you must always return to the question of value. What value do we really bring to customers?
我们逐渐认识到，必须始终回到价值这个问题上。我们真正为客户带来了什么价值？
We’ve kept this on the front burner by discussing customer and employee satisfaction, from NPS and e-NPS measures, first in leadership discussions — particularly financial ones.
我们通过在领导层讨论——尤其是财务讨论中——首先（从净推荐值（NPS）和员工净推荐值（e-NPS）的衡量指标出发）讨论客户和员工满意度，将这一问题置于首要位置。
We realize maintaining a customer-first culture will be a never-ending effort.
我们深知，维持客户至上的文化将是一项永无止境的努力。
The forces of bureaucratic compliance are relentless. Yet, by recognizing this, we have learned to push back by asking for constant kaizen that aims to improve
our service and product and by working to spot and support customer leaders in their daily jobs and through the ranks.
官僚主义的服从力量是持续不断的，但正是通过认识到这一点，我们学会了通过持续的改善（kaizen）纠偏（回到正轨），旨在提升我们的服务和产品，同时努力在日常工作中以及各个层级中发现并支持客户导向的领导者。
As Fujio Cho taught us long ago: Put customers first, go and see, ask why, show respect.
正如丰田前董事长张富士夫（Fujio Cho）很久以前教导我们的那样：客户至上，去现场观察，问为什么，表达尊重。
原文链接：
https://www.lean.org/the-lean-post/Putting Customers First - Lean Enterprise Institute
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