In 1924, British judge Lord Hewart of Bury, then Lord Chief Justice of England and Wales, made a remark that became a cornerstone of modern legal thinking:
“Justice must not only be done, it must also be seen to be done.”
He meant that the legitimacy of justice depends not only on fair outcomes but also on the public perception that justice is being carried out fairly.
A century later, that same principle applies surprisingly well to customer centricity.
If there is one thing we often see going wrong—especially in companies that genuinely aspire to be more customer-centric—it’s that they forget, or neglect, to communicate about it. They put real effort into listening to customers, analysing feedback, and improving experiences, yet they do it quietly, almost apologetically, as if talking about their efforts would somehow make them less sincere.
The work happens behind the scenes, and because no one sees it, its impact remains limited.
Customers don’t notice the progress. Employees don’t feel the purpose. And the cultural flywheel never starts spinning.
This lack of visibility is rarely intentional. It often stems from humility: the belief that doing good work should speak for itself.
But in reality, customer centricity is a collective effort—it relies on alignment, communication, and shared understanding.
When improvements remain invisible, no one outside the project team realises what has changed or why it matters. Over time, this creates a gap between perception and reality: the company may be improving, but the world around it doesn’t see the change.
Being customer-centric, however, is not only about action. It’s also about visibility. When organisations share what they’ve learned from customer feedback, what they’ve improved, and even where they’re still figuring things out, they reinforce trust.
Saying, “Here’s what our customers told us, here’s what we changed, and here’s what we’re still working on,” may seem modest, but it has a powerful effect. It shows customers that their voice has real influence and reminds employees that customer centricity is more than a slogan.
Transparency doesn’t undermine credibility; it strengthens it.
Ironically, it’s often the most sincere, well-intentioned companies that fail to show it. They view communication as self-promotion, when in fact it’s an essential part of sustaining authenticity.
Visibility is not vanity—it’s part of the system that keeps customer focus alive.
And there’s more. Sharing how the company listens and acts helps customers understand the complexity of change. It shows that progress takes time, that feedback is taken seriously, and that not every issue can be solved instantly. That kind of honesty humanises the organisation. It turns “the company” from a faceless entity into a group of people who care enough to listen, learn, and adapt.
There’s also value in sharing positive feedback, not just the complaints. When people inside the company see what customers appreciate, they feel recognised and motivated. The customer’s story becomes their own, and that connection drives better experiences in return. Over time, this creates a loop: listening, acting, communicating, learning again.
Visibility fuels motivation, and motivation fuels better outcomes.
So perhaps Lord Hewart’s dictum deserves a modern twist.
Justice must not only be done, and customer centricity must not only be done—both must be seen to be done.
Because in both cases, trust depends not only on what we do, but on what we show.
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