Value-Driven Business Model & People-Behaviour Framework

Business Model Context & Icons

  • Examples of founders who disrupted industries through novel, value-centric models

    • Sachin & Binny Bansal → Flipkart (e-commerce in India)

    • Mark Zuckerberg → Facebook (global social-network platform)

  • Implied message: benchmark against global digital pioneers when re-thinking your own model

Imperative: “CHANGE YOUR BUSINESS MODEL”

  • Guiding self-diagnostic: “What is your style of functioning?”

    • Are you sales/activity driven or value/relationship driven?

    • Do your processes treat the customer as an external target or an integrated partner?

Traditional Business Model

  • Sales / activity-centric; key metrics = volume & transactions

  • Primary goals

    • Increase market share

    • Drive one-time transactions

  • Typical blind spot → the customer is missing from the core design

    • Question repeatedly posed in slides: “Where is the CUSTOMER?” (both external & internal customers)

Customer/Employee/Investor/Community (C/E/I/C) VALUE-Driven Model

  • Seeks value creation for all stakeholders, not only revenue extraction

  • Introduced as a 3-Point Framework

Point 1 – Build C/E/I/C Loyalty & Success

  • Key questions

    • Are your C/E/I/C willing to recommend you? (word-of-mouth ≈ trust proxy)

    • Do your service initiatives actually move stakeholders from satisfaction to success?

  • Action loop

    1. Measure present experience

    2. Rapidly modify initiatives (“make changes – fast”)

  • Ladder of relationship quality

    • \text{Satisfaction} \rightarrow \text{Success} \rightarrow \text{Loyalty} \rightarrow \text{Delight}

Point 2 – Track Your NPS (Net Promoter Score)

  • Formula: \text{NPS}=\%\,\text{Promoters}-\%\,\text{Detractors}

  • Continuously monitor the promoter ↔ detractor balance

  • Apple cited as a best-practice example of live NPS dashboards

Point 3 – Listen & React

  • Periodic 3-column retrospective:

    • “Start doing”

    • “Stop doing”

    • “Continue doing”

  • Rapid experimentation + feedback = closed-loop learning

From Customer Satisfaction to Customer Success

  • Bob Nardelli (GE Power Systems) quote highlights the shift

    • Six-Sigma quality is necessary but insufficient; must ask:

    • “Are customers’ bottom lines really benefiting from what we provide?”

  • Success = measurable value at the customer’s P&L

Experience Design Example – Starbucks “Third Place”

  • Concept: create a refuge that is neither home nor work

  • Competitive edge stems from emotional & social value, not just coffee sales

Scaling Up the Organisation – PEOPLE Framework

  • Title slide: “Scale up organisation’s People” → skill, mindset & purpose must keep pace with strategy

Behaviour Archetypes & Distribution

  • Slide quantification

    • “Mother” archetype ≈ 29\%

    • “Sincere Maid” ≈ 56\%

    • “Insincere Maid” ≈ 15\%

  • 3 zones on 2×2 diagram (Purpose vs Activity vs Inactivity)

1. Insincere Maids (C-Category)

  • Mindset: “I don’t want to work”

  • Observable behaviour

    • Avoidance, excuses, minimal compliance

  • Management action

    • Exit, remove, or reassign quickly to protect culture

2. Sincere Maids (B-Category)

  • Mindset: “I want to work”

  • Two sub-types

    1. Skilled Sincere Maid – knows how to work → reliable in narrow domain; disciplined & repetitive

    2. Method-Blind Maid – wants but doesn’t know how → needs coaching

  • Common issues

    • Limited domain knowledge

    • Require constant push to deliver output

  • Development actions

    • Train on skills & methods

    • Help connect tasks to larger organisational purpose

    • Persist with counselling & active support

3. Mothers (A-Category)

  • Mindset: ownership & stewardship; proactive problem-solvers

  • Sub-types

    • Local Mother – deep ownership within own domain (“OWN”)

    • Global Mother – connected to purpose beyond own domain; cross-functional impact

  • Leadership actions

    • Encourage, reinforce, grant autonomy

    • Continuously link their work to the global mission

Busy vs Meaningfully Engaged

  • Comparison across multiple slides (20–27)

    • Sincere Maid (Busy)

    • Perpetually occupied with activities → “stagnant pool” metaphor

    • Feels trapped by time; closed to new opportunities

    • Under challenge → stress, breakdown

    • Mother (Meaningfully Engaged)

    • Fully occupied and purpose-connected → “flowing river” metaphor

    • Prioritises, shuffles tasks, still finds time for opportunity

    • Under challenge → creativity & growth

  • Key evolution pathway encouraged: Busy → Purpose-connected → Creative flow

Practical & Philosophical Implications

  • Embedding value-driven model requires simultaneous redesign in

    • Strategy (customer success focus)

    • Metrics (NPS, promoter ratios)

    • Culture (convert busy workers to engaged purpose holders)

  • Ethical dimension: organisations owe profitability to customers, growth to employees, returns to investors, positive externalities to community

Numerical & Statistical References

  • Archetype distribution: 29\% Mother, 56\% Sincere Maid, 15\% Insincere Maid

  • NPS basic equation provided above

Action Checklist (integrated takeaway)

  • Map current business model; highlight where the customer is missing

  • Introduce the 3-Point C/E/I/C framework; begin with loyalty diagnostics

  • Install continuous NPS tracking system & publish internally

  • Schedule “Start–Stop–Continue” listening forums every quarter

  • Audit workforce against A/B/C archetypes; craft tailored interventions

  • Invest in training to push Sincere Maids toward Mother category

  • Celebrate & showcase “Global Mothers” as culture carriers

  • Align every project KPI with stakeholder success, not mere activity counts

Mnemonic for recall: “3 Lanes & 3 Personas”

  1. Lanes = Success, Loyalty, Delight; Measure, Listen, React

  2. Personas = Mother, Sincere Maid, Insincere Maid → move people rightward while moving customers upward.