A client centric culture puts the client at the heart of everything the organization is and does.  The client experience is the outcome of the alignment of four drivers: leadership, people (culture), process and tools.  Depending upon the focus of your client's processes, it may not be a dramatic leap to move to a client centric culture.  In a client centric organization, process is a key driver of consistency in the experience - as long as the clients' expectations are at the heart of the processes.

Leadership demonstrates through strategy and behaviors that the alignment of functions and focus is on the delivery of a consistent and world class client experience (regardless of whom is touching the client).  Creating a client centric culture focuses equally on employee engagement as it is near impossible to create client loyalty without first having loyal (or engaged) employees. 

So from a change facilitation perspective, there is a strategic shift from an operational excellence to customer intimacy competitive thrust (or value discipline), and there is a adaptation of process to client centric process.  The change efforts depend upon the change readiness and agility of the organization - at all levels.    At a leadership level, there has to be alignment and agreement of what is client centricity, and how it impacts each of those leaders and their teams in their focus, behaviors, and measures; most importantly, how each of those functions/teams align in the integration of the delivery of that client experience.

One of the greatest obstacles to change is people's behaviors.  So communicating and coaching people through change becomes the primary effort of change leaders and managers, and self managers within the organization.  

Look forward to hearing more about the change efforts.

Les