The Unseen Bosses: Why Customer Comes Eighth

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CUSTOMER FIRST’ IS A WIDELY accepted mantra in business. It is taught in management schools, echoed in boardrooms, and printed on company posters. Yet, in reality, the customer does not come first. Are you Surprised?

Most organisations operate with a core group - an informal but immensely powerful set of individuals who shape their real priorities. These are not necessarily shareholders, employees, or regulators, though those stakeholders are given lip service. The organisation, first and foremost, follows its core group’s needs, desires, and survival instincts.

This is why many organisations resist essential reform, even when their reputation and survival depend on it. Corporations justify excessive executive compensation while cutting costs in other areas. Poorly conceived mergers and misguided strategies deplete years of profits. The core group operates with its own priorities, often hidden from formal structures but deeply embedded in decision-making.

The core group is not inherently dysfunctional; rather, it serves as the driving force of the organisation. Although it exists outside organisational charts, it dictates the flow of power, capital, and influence. Its members may have attained their positions through authority, strategic control of key bottlenecks, cultural dominance, or sheer personal charisma. Their influence might not always be visible, yet every major decision ultimately aligns with what they consider important.