Abstract
D.Phil. (Engineering Management)
The availability of big data, supported by advanced technologies, has given rise to a more informed
and empowered global consumer, resulting in extreme pressure on organisations to continuously
find new innovative ways to serve these clients.
When operating under tough economic conditions companies tend to challenge the timing of
innovative initiatives. The truth is that they simply have no choice. Clients now have more
information and more choices than ever and an ever-growing list of demands and expectations.
Simultaneously, there is increased competition for the same share of wallet. They must rise to the
challenge, gear up for the battle and understand that they need to innovate and operate differently
to survive.
The journey to client centricity through structured innovation has a beginning but no end. It starts
with the conceptualisation of an idea, develops through organisational alignment and iterations of
implementation, learning and improvement. Client centricity has proven to be an elusive goal for
many organisations. Agile disruptive innovation is required to remain relevant in the areas in
which they operate. A paradigm shift is required and organisations need to change the strategies
from being product centric to focusing on client centricity instead. The biggest issue and major
challenge typically faced by organisations attempting to make this shift, is the organisational
culture.
Above and beyond client-centric innovation, the organisation needs to enhance more disruptive
thinking around the development of radical new client-value propositions that move beyond the
traditional confines of their current capabilities and commercial models and address client
demands in other industries.
Qualitative research, combined with action-based research, was conducted to assess the technical
and non-technical enablers required to implement a generic product- and process-innovation
framework to establish a client-centric culture in a diverse and decentralised international logistics
solutions organisation.
The intended contribution of this study to the academic body of knowledge is to create a new
paradigm that proves that client-led disruption should be countered by innovation driven by client
requirements instead of the traditional product driven innovation...