Symptom: Key clients don't perceive the organization as a strategic partner and direct contributor to their bottom lines.
Most key executives in the client community should understand that the organization's products are critical to their business success, and view the organization's staff as valued business partners. The organization's representatives (sales) should be invited into clients' planning early in the process to discuss business strategies, before a solution is identified. This allows the organization to better support clients' business strategies, and to help clients spot strategic alternatives that are enabled by the organization's products.
For internal staff functions, as evidence of an understanding of this two-way contribution to strategy, the organization's top executive should be invited to participate on the corporation's executive committee as a full-fledged member of the top management team.
Furthermore, most client executives should use the organization's products personally (if appropriate), and should be able to describe how the products aid them in their key leadership responsibilities. When top executives become more effective by using the products, the entire client community benefits. In the process, executives better understand the organization's products and become better equipped to take advantage of their potential. Furthermore, executives are the ultimate opinion leaders; when they use the products, others will follow. As a result, the organization's market penetration will progress more quickly.
