A value-focused enterprise seeks to enrich the world in a particular way and create maximum value, meaning and joy. Through this pursuit, the enterprise is enriched as a natural consequence.

Intent—Mission—Mission Plan—Operational Plans—Value-Focused Action, by Jack Martin Leith

In a value-focused enterprise, everyone from the CEO to the most junior employee is focused on accomplishing the enterprise’s mission, manifesting its intent, and generating maximum downstream value.

Intent is the enterprise’s heartfelt desire to enrich the world in a particular way.

Mission is an enterprise-wide programme of work aimed at manifesting the enterprise’s intent within a given timeframe.

Read about value-focused everything Read about leadership Read about enterprise-wide peer coaching Read about mission Read about intent Read about ethos Read about value generation Read about the enterprise ecosystem and ecosystem value maximisation Read about Rich Co-creation
Clicking on any of the nine boxes will take you to a page with more information

In a value-focused enterprise, the process of creating a new value generator and unlocking its value-generating potential mimics the conception, birth and development of a child.

The Concept-to-Value Lifecycle, by Jack Martin Leith

Learn more about The Concept-to-Value Lifecycle

Learn more about the value-focused enterprise

About this website

This website provides access to my body of work, which has been in the making for some 30 years. The site is under constant development and new material is uploaded every day.

Most links on the site come with explanatory text. When you hover over a link, text will appear that tells you what will happen when you click on it.

Throughout this website I mostly use the term enterprise where others might use business or organisation. This is because enterprise is wider in scope than business, and because it suggests being enterprising (“ready to undertake important, difficult, or new projects; energetic in carrying out an undertaking”). Organisation lacks this implied meaning.

My aim is to minimise the use of jargon and neologisms, and I only use esoteric terms when they cannot be avoided. For example, I had to invent the terms value generator and anti-value as I was unable to find any suitable alternatives.

When you hover over an unusual term, the hover text will provide a brief explanation, and clicking on the link will take you to a web page with more information. Try this example: Enterprise ecosystem.

British English (e.g. colour, programme, pavement) is used throughout the site.

Topics and propositions

In the table below, you can see the topics that constitute the value-focused approach. Alongside each topic you will find a proposition: ‘a statement or assertion that expresses a judgement or opinion’.

Some of these propositions run counter to prevailing theories, concepts and practices, and your deeply held beliefs may be challenged. Should this happen, please put your belief system on hold, keep an open mind, suspend judgement, play with the idea, explore its value-generating potential, and remain curious.

Click on a topic to read more. Together, the topics form a coherent body of work that can be accessed from any entry point.

TopicProposition
Human purposeWe are here to enrich the world.
Enterprise purposeAn enterprise exists to enrich the world.
The value-focused enterpriseThe value-focused enterprise seeks to enrich the world in a particular way and create maximum value, meaning and joy. Through this pursuit, the enterprise is enriched as a natural consequence.
ServiceAn unconditional service disposition is a prerequisite for value-focused enterprises.
Enterprise ecosystemA value-focused enterprise seeks to generate maximum value for each member of the enterprise ecosystem—not just favoured stakeholders such as customers and investors.
ValueThere are three main types of value: economic, abstract, and experienced.
IntentIntent is the enterprise’s heartfelt desire to enrich the world in a particular way.
MissionMission is an enterprise-wide programme of work aimed at manifesting the enterprise’s intent within a given timeframe.
Rich Co-creationRich Co-creation is the principal means by which the value-focused enterprise accomplishes its mission.
Value generatorsValue is co-created through the interaction between the value beneficiary (e.g. consumer) and the value generator (product, service, facility, establishment, event etc.).
Anti-valueThe converse of value is anti-value. Increasingly, collective anti-value is being returned to the enterprise in the form of badwill.
Anti-value generatorsNet end-user value can be increased by halting the generation of anti-value.
The Concept-to-Value LifecycleThe process of creating a new value generator and unlocking its value-generating potential mimics the conception, birth and development of a child.
Five ways for a manager or leader to get something doneA manager or leader has five main ways of getting something done: telling, selling, testing, consulting, and co-creating.
Enterprise-wide peer coachingThe key that unlocks the creative power of a value-focused enterprise is a network of cross-functional peer coaching triads that includes everyone from the CEO to the most lowly employee.
Ideal group size for effective conversationThe ideal group size for effective conversation (e.g. in a co-creation meeting) is four people.
Now-to-NewProblem solving, innovation, change, development, and potential realisation all involve a shift from Now (the current situation) to New (what is needed instead).
Innovation and change workWe can never know the truth about how the new comes into being, and how this changes into that. But as we get closer to the truth, our innovation and change work becomes more effective.
ImaginationTruly original ideas having the potential to enrich the world come to us by means of creative imagination, and not through synthetic imagination, which produces derivative ideas and mediocrity.
StrategyThere is little agreement about what strategy is. In a value-focused enterprise, ‘strategy’ is simply one element of the mission plan.
CultureNo one really knows what corporate culture is, how it arises and how it can be shaped.
Resistance to change‘Resistance to change’ is a fallacy.
Employee engagement‘Employee engagement’ is a fallacy.
Change is a journey‘Change is a journey’ is a fallacy.

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Morpheus

I am the leader of Morpheus, a band of management activists dedicated to freeing organisations from all that prevents them from creating maximum value, meaning and joy.

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