There are a number of key supporting themes - the first is "Exclusive focus on Successful Customer Outcome (SCO)"
The approach, distilled from global leading companies, is Customer Expectation Management
Every company in business will impact the SCO to a degree – they have to otherwise customers would not buy. OI is built on the philosophy that the better a company impacts its SCO the greater proportion of available business its going to win as a result. Further applying the thinking takes you to places (ie business opportunities) that competition has never been able to exploit and perhaps never thought about.
Apple are producing apps that people never thought they needed whereas Nokia who have built what they believe is technology superiority has had to re-think their approach to business amidst falling revenues and margins. Southwest are close to the era of the free flight ticket and enjoying consistent profitability whereas British Airways are going through possibly the worst business fortunes in its history.
OI is designed on the premise if a process or operation does NOT contribute to the Successful Customer Outcome – you don’t do it! On first analysis this may appear difficult to rationalise – most organisations have non-customer facing departments – how can the principle of the SCO still apply?
If you think about it, an airline is a business which are made up of the same commodity components – similar aeroplanes, customers with roughly the same wants/needs, airports with the ability to offer the same services (if they choose) – yet some operators are flying high and others are sinking towards government bailout or bankruptcy. Both SouthWest and BA will claim customer centricity but OI defines the important outcome components that are critical to business success and under this lens it becomes very clear that BA is left wanting.