Oracle's Jeb Dasteel Awarded the 2009 CCO Council CCO of the Year Award
Announcing the Chief Customer Officer Council
Jeb Dasteel, Chief Customer Officer (CCO) of Oracle, was named the 2009 Chief Customer Officer of the Year last month at the first ever Chief Customer Officer Summit.

Also announced is the formation of the Chief Customer Officer Council, the first-ever peer-led advisory network for CCOs, dedicated to elevating the role of the CCO in establishing business strategy, helping its members grow professionally, and most importantly, helping drive solid, customer-focused results in member organizations. 

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Quoted in Professional Services Journal article "Tune in to your customers’ needs"

Curtis Bingham talks about the importance of customer segmentation as part of an overall customer strategy in striking the balance between offering new services and upgrades.
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Quoted in 1to1 Media Article "The Chief Customer Officer: A Potential Powerhouse?"

The challenge for a Chief Customer Officer is to have the clout and responsibilities match the big title. Hear what Curtis Bingham has to say about the importance of this role in creating a company's unified vision for success.
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Quoted in Smart Enterprise Article “Know Thy Customer”

That may sound like a no-brainer, but how can CIOs truly understand the needs of their customers, whether external or internal? To find out, Smart Enterprise interviewed several experts—including Curtis Bingham -- on the subject of customer-centricity. Here are their tips for CIOs who wish to enhance their customer focus.
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Quoted on Society of Human Resource Management Web Site

Speaking on the topic of competition for HR consultants, Curtis Bingham was quoted in Lin Grensing-Pophal's article "Monitoring the Competition Can Give Consultants Competitive Edge," which was posted in April 2008 on the Society for Human Resource Management (SHRM) web site.  The article focused on the various forms of business competition that HR consultants deal with, whether it's direct competition from other consultants or consulting firms or indirect competition like resource materials or the Internet that can provide alternative sources for information that a consultant might not be able to offer.  Although Ms. Grensing-Pophal's article discussed the need to focus on competition and even conducting competitive analyses, Curtis Bingham 's position countered the emphasis on competition.  If consultants deliver value to a client, it does not matter what competitors are doing. “Watching the competition is a fruitless exercise, and the inordinate amount of time that people spend doing so would be significantly better invested in spending time understanding how to deliver more value to customers.”