“The stages start with pure product-centricity. This typically evolves through the development of internal networks of colleagues who need to work together to deliver the value proposition; to cross-functional teams that formalise the collaboration of the internal networks; to a customer segment coordinator who takes on formal responsibility for collaboration across different teams; to a matrix organisation with nascent segment teams reporting to both product and customer management; and finally to bona fide segment managers responsible for all aspects of segment experience delivery. The vertical silos of product-centricity have given way to the more connected, more collaborative customer-centric organisation.”