by Jack Martin Leith
Originator of the value-focused enterprises approach.

Core proposition: 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.

View the complete set of propositions underpinning the value-focused enterprises approach

Contents of this page

What is a value-focused enterprise?

Origin of VFE concepts

Why create a value-focused enterprise?

How is a value-focused enterprise created?

Related articles

What is a value-focused enterprise?

Intent → Mission → Mission Plan → Creative Brigade → Action, by Jack Martin Leith

In a value-focused enterprise, everyone from the CEO to the most junior employee is a member of the creative brigade, committed to accomplishing the enterprise’s mission, manifesting its intent and generating maximum value for the entire ecosystem of which the enterprise is but one interdependent part.

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.

Value-focused enterprises and legacy enterprises compared

Read about value-focused everything Read about mission Read about value and its generation Read about leadership Read about intent Read about the enterprise ecosystem and ecosystem value maximisation Read about the creative brigade Read about ethos Read about Rich Co-creation

Origin of VFE concepts

Anti-clientConcept originated by Tom Graves. Read more: How anti-clients happen (and what to do about it), by Tom Graves.
Anti-valueConcept originated by Jack Martin Leith. Read about anti-value.
Anti-value generatorConcept originated by Jack Martin Leith. Read about anti-value generators.
Creative brigade, creative clan, creative learning syndicate, coaching triad, creative samuraiConcepts originated by Jack Martin Leith. Read more.
Real imagination and false imaginationBased on synthetic imagination and creative imagination distinctions originated by Napoleon Hill and introduced in his best-selling 1937 book Think and Grow Rich. Read more about real imagination and false imagination.
The Creative Power ModelOriginated by Jack Martin Leith, informed by the work of Starhawk, Robert Keidel, Tom Graves, Napoleon Hill, Otto Scharmer, and John Heron. Read about The Creative Power Model.
Ecosystem Value SpecificationProcess and tool originated by Jack Martin Leith. Read about Ecosystem Value Specification.
Enterprise ecosystemConcept as defined here originated by Jack Martin Leith. Read about the enterprise ecosystem.
Five categories of co-creation workOriginated by Jack Martin Leith, informed by the Test—Operate—Test—Exit problem solving strategy originated by George A. Miller, Eugene Galanter and Karl H. Pribram, and the As Is / To Be distinctions popularised by Gemini Consulting (now Capgemini) and others in the early 1990s. Read more about the five categories of co-creation work.
Heart Sink / Heart Sing ProcessOriginated by Jack Martin Leith. Derived from the Mads, Sads and Glads process devised by Robert W. Jacobs (Jake Jacobs), the originator of Real Time Strategic Change. Read about the Heart Sink / Heart Sing Process.
IntentIntent is central to the Toltec philosophy of pre-Columbian Mexico. Intent is not a short-form of strategic intent (originated by Gary Hamel and C.K. Prahalad), and it does not have the same meaning as intention. Read more about the Toltec meaning of intent: Intent and will, by Della Van Hise; also Black Holes or Intent? by Female Warrior. Read about intent as a key aspect of the value-focused enterprise approach.
Meta generatorConcept originated by Jack Martin Leith. Read about the meta generator concept.
MissionA term borrowed from the field of space exploration, and not a synonym for purpose. “Mission: an aerospace operation designed to carry out the goals of a specific program.”—Random House Kernerman Webster's College Dictionary. Read about mission as a key aspect of the value-focused enterprise approach.
Rich Co-creationConcept originated by Jack Martin Leith. Advanced version of the co-creation approach first appearing in 1985 (Future Search, Large Group Interactive Process, Open Space Technology), named by Bryan Smith in 1994 (in The Fifth Discipline Fieldbook), and popularised by scholars C. K. Prahalad and Venkat Ramaswamy in the early 2000s. See Wikipedia entry for Co-creation. Read about Rich Co-creation.
Unconditional serviceCounterpart of unconditional love. Giving without wanting. Read about unconditional service.
Value co-creationThe concept forms part of Service-Dominant Logic, originated by Stephen L. Vargo, Professor of Marketing, Shidler College of Business, University of Hawai’i at Manoa, Hawai’i, USA, and Robert F. Lusch, Professor of Marketing, University of Arizona, Tucson, Arizona, USA. More info: Wikipedia—Service-dominant logic—see Foundational Premise 6, The customer is always a co‑creator of value. Read about the three main types of value, and how value is created.
Value-focused enterpriseTo the best of my knowledge, the originators of the term are Cindy Barnes, Helen Blake and David Pinder. The Value-Focused Enterprise is the title of chapter 15 of Creating and Delivering Your Value Proposition: Managing Customer Experience for Profit, which they co-authored. See: Google Books | | Barnes, Blake and Pinder are concerned with the generation of customer value, whereas my concern is the generation of ecosystem value.
Value generatorTerm originated by Jack Martin Leith. Vargo and Lusch use the term appliance. Read about value generators.
The Value Generator LifecycleConcept originated by Jack Martin Leith. Read about The Value Generator Lifecycle.

Why create a value-focused enterprise?

By enriching the entire ecosystem of which the enterprise is but one interdependent part, more value (in the form of revenue, cordial relationships, goodwill etc.) is created for the enterprise as a natural consequence.

Innovation and change endeavours produce the desired results quickly, without so-called ‘resistance’.

The principle behind this assertion: If the proposed project meets the value requirements of all constituents of the enterprise ecosystem, the relevant people within these constituent organisations will support the project, or—at the very least—will not hinder its progress.

Read about the fallacy of resistance to change

The viability of the enterprise is strengthened and its long-term future is more secure.

People give of their best, because their work has meaning and purpose (as I explain in the video below).

They are using their creative power to the full.

The best talent is attracted and retained.

The reputation of the enterprise is enhanced.

A distinctive and respected corporate brand arises.

Competitive advantage is boosted.

Sustainability and corporate social responsibility activities are no longer handled by specialist functions. They are an intrinsic part of everyone’s day to day work.

 An increase in shareholder value is predicted.

Enriching the world: is it good business practice?

A video of the five-minute talk I gave at Ignite Bristol (motto: Enlighten us, but make it quick) on 31 October 2010. I have modified some of the concepts in the intervening years.The 20 slides accompanying the talk auto-advance every 15 seconds.

How is a value-focused enterprise created?

Creating a value-focused enterprise: four stages

Read more

If you try to create a value-focused enterprise without first discovering its intent, the status quo will continue to prevail.

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Creative power


Get started on creating a value-focused enterprise



Value and value generators

The value generation capability of a value-focused enterprise

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