Unicist Client-Centered Management as the Catalyst of the 4th Industrial Revolution


The 4th Industrial Revolution introduced adaptability and customer orientation in automated environments. This stage evolved with the introduction of AI and has now become the dominant operational business model. Client-centered management was developed in the 1980s at The Unicist Research Institute as part of a metamodel integrated with the natural model of a business and the personalized organization to catalyze business processes, enhancing growth and efficiency. CCM divides organizations into internal client-provider units defining their roles and functionalist principles. As the active function of this metamodel, CCM is the natural catalyst of any organizational process.

Client-centered management is a catalyst that enhances internal client orientation, added value assurance, and results assurance, and has been applied to all business processes where the unicist approach was implemented. CCM catalyzes the functionality of businesses by addressing the unified field of businesses and introducing criteria to install process automation, ensuring the adaptability and result orientation of business functions.

As a metamodel, it establishes the context of business models and the organizational architecture companies use, working as a catalyst for business functionality due to its orientation toward internal clients. The principles of CCM enable it to function as a catalyst, enhancing the functionality of businesses.

The Functionalist Principles of Client-Centered Management

The purpose of CCM is to ensure results, which simultaneously enhances the value added to clients and the profitability of companies. This is based on minimizing intermediaries and ensuring that all those who receive products or services pay for them within a framework of client-supplier units.

The active function of CCM is client orientation, which, in terms of internal organization, is based on the principles that each client has only one supplier to avoid conflicts, that people must give before they receive, and that late delivery is unacceptable.

The energy conservation function of CCM is added value assurance, which is based on ensuring that those who need something must claim it, that suppliers rely on clients’ trust, and that clients have the right to change suppliers.

These processes are simplified by digitization, which makes the processes objective, allowing the value chain to work smoothly. The three essential principles of CCM—results assurance (the purpose), client orientation (the active function), and added value assurance (the energy conservation function)—must be adapted to the business model and architecture of each organization.

This approach involves managing a causal approach to business to ensure the functionality of processes and their adaptability, thereby increasing the growth capacity and profitability of businesses. This metamodel is openly accessible to businesses through the Unicist School, and its implementation is supported for free by the Unicist Virtual Advisor as a sponsored contribution to fostering customer orientation in the market.

You can learn how to manage CRM as a catalyst by using the Multilingual Unicist Virtual Advisor

The Unicist Research Institute