Integrated Triune Purpose, the missing link between spiritual value and business value?

Those of you, who have been following our blogs closely, would have definitely noticed a key message that an integrated “TRIUNE PURPOSE” driven approach(with its three frameworks - PDL© for leadership, PTV© for strategy and PIP© for innovation) is the best approach, when it comes to discovering untapped growth opportunities. While most practitioners would agree with our conclusion, one of the fellow practitioners, made a causal comment during one of the recent networking events - and I quote -“While it all sounds great to talk about solving these growth opportunities, in an integrated manner, what matters at the end of the day is, financial ratios based business value, and so, everything else is secondary”.

Spiritual Value and Business value – the conjoined twin concepts defined

Our friend perhaps has a point as most valuation models, including McKinsey’s Zen of Corporate Finance Formula, are all based on just three key financial ratios of growth, ROIC and cost of capital. However, as we take a closer look at the six dimensional purpose value chain equation and its elements (spiritual, purpose, leadership, strategy, innovation, scientific as listed in the picture below), we could clearly see a “cause and effect” causal chain relationship, emerging among them, more so, within the triune purpose dimensions of leadership, strategy and innovation. With that said, we contained our enthusiasm (of jumping too quickly into the micro level causal chain analysis), and decided to step back, to define the conjoined twin concepts of business value and spiritual value first- to see how they are interlinked at the macro level -

• Business Value (BV), in its essence, is discounting future cash flows, based on today’s cost of capital, popularly represented using the Zen of corporate Finance Formula, listed below. In other words, corporations not only need to grow continuously, but also, must learn to exercise their investment capital, in a prudent manner, and start producing profitable cash flows, above and beyond the hurdle/threshold rate of WACC, for them to increase their business value -> BV= NOPAT x [(1- g/ROIC)/ (WACC-g)].


• Similarly, Spiritual value (SV), in its essence, is discounting our future heavenly experiences (which happens to be faith & hope driven in most denominations/religions), based on today’s cost of emotional capital (which happens to be love in most denominations/religions), that is expressed using our own version of Zen of Spirituality Formula, listed below. In other words, we not only need to grow spiritually, but also, must learn to exercise our spiritual capital of faith & hope, in a prudent manner, and start living a fruitful life on this earth, above and beyond the minimum threshold of love (or cost of spiritual capital called love), for us to increase our spiritual value -> SV= spiritual gain x (1- Spiritual growth/Return on Spiritual capital)/ (minimum love threshold-spiritual growth).

What do these definitions tell us?

Interestingly enough - very much like how Business value is dependent upon three financial variables of growth, ROIC and cost of capital (or hurdle/threshold rate called WACC), Spiritual value is also dependent upon three spiritual variables of faith, hope and love, and rightfully so, they are interlinked as shown in the picture below -

Spiritual Value is determined by Sustainable Spiritual Advantage (SSA) very much like how Business Value is determined by Sustainable Competitive Advantage (SCA)!

Now that we have established the six way macro linkages across the six purpose value chain dimensions, the next logical step is to layout the micro linkages among them, with a help of few financial charts, for the benefit of those of us, who chart these things for living. As a first step , let us recall one of the key guiding principles that drives value within our Triune purpose framework (PDL©, PTV© and PIP©) - “For Organizations to increase their business value, they must learn to excel in one or more of following 3C dimensions , to achieve the so called Sustainable Competitive Advantage (SCA)”

• Market/Experience Advantage, as covered within our Experience Pool Portfolio (EPP©) framework, addressing the growth variable within BV formula.


• Capability Advantage, as covered within our Capability Pool Portfolio (CPP©) framework, addressing the ROIC and WACC variables within BV formula.


• Collaborative Advantage or Purpose Innovation advantage, as covered in our Purpose Innovation Portfolio( PIP©) framework, addressing both growth (g)and ROIC variables, as collaborative advantage, in our opinion, is the next wave to unleash growth opportunities, especially within the pull side of the value chain, as covered in one of our earlier articles( http://strategywithapurpose.blogspot.com/2011/01/purpose-innovation-answer-for.html).

Within the context of this 3C formula, SCA would be represented as follows -

• SCA = market or experience advantage + capability or competency advantage + collaborative advantage

Similarly, within the context of spiritual value, we see a similar set of 3C’s, resulting in a Sustainable Spiritual Advantage (SSA) formula as well -

• SSA=faith/hope advantage + love advantage +inter denominational/religion collaboration advantage.

As we further dissect each of the 3C’s within SCA and SSA formulas -we can clearly see a pattern evolving - that the top 5 macro charts, that are being used to develop the diagnostic insights within the SCA and SSA dimensions, not only, follow a symmetrical pattern, but also, they end up becoming the stepping stone for each other’s insight (i.e. SCA and SSA),as outlined in the 15 SCA producing symmetrical charts (5 for Market/Experience Portfolio, 5 for Capability Pool Portfolio and 5 for collaborative Pool Portfolio) and 5 SSA producing symmetrical charts, as outlined below.

SCA enabling Market/Experience Advantage Charts

With that said, let us leverage our EPP framework (that is part of PTV), and analyze the Market/Experience Advantage, with a help of it top 5 macro level bubble charts, with revenue in $ being represented as the bubble. To put our symmetrical progression reasoning in perspective, we have provided a sample set of charts, we recently put together, as part of one of our client engagements, to show how the symmetrical progression is manifested within those charts.

• Company’s growth vs. Market Growth


• Company’s growth vs. Relative Experience or Market Share(RMS)


• Operating Margin (ROS) vs. RMS


• Capital Intensity (or Operating Velocity) vs. RMS


• ROIC vs. RMS
  
  

SCA enabling Capability Advantage is analyzed by 5 macro charts within our CPP framework

Similarly, as part of the CPP framework, Capability Advantage is analyzed by 5 macro level bubble charts, with revenue in $ being represented as the bubble.

• Company’s growth vs. Market’s Total capability (primarily capital only for now)


• Company’s growth vs. Relative Capability Share (RCS)


• Operating Margin (ROS) vs. RCS


• Operating Velocity or Capital Intensity vs. RC


• ROIC vs. RCS

SCA enabling Collaborative Advantage is analyzed by 5 macro charts within our PIP and PTC frameworks
Along the similar lines, as part of the PIP and PTC frameworks, Collaborative Advantage is analyzed by 5 macro level bubble charts, with revenue in $ being represented as the bubble.

• Company’s collaborative growth vs. Market’s Total boundaryless collaborative capability (Purpose model, Purpose bundle and Purpose platform etc.


• Company’s growth vs. Relative Collaborative Share (RCS)


• Operating Margin (ROS) vs. RCS


• Operating Velocity or Capital Intensity vs. RCS


• ROIC vs. RCS

Similarly, Spiritual Value is determined by Sustainable Spiritual Advantage (SSA)

Now that we have shown the symmetrical progression existing among the 15 charts from business value producing SCA standpoint, the next steps is to show how they relate to the spiritual value focused SSA. With this article being Business Value focused, we have limited the scope of SSA with just five charts, which hopefully is good enough to show the symmetrical progression from the standpoint of it supporting SCA’s 15 charts and its insights. As time permits, we will go into more details with the remaining 10 SSA charts in one of our future articles. For now, listed below are the 5 macro level bubble charts, with number of souls in # being represented as the bubble, which by the way, happen to be in perfect alignment with the 5 macro level charts of EPP framework.

• Spiritual growth (faith) vs. denomination’s Growth


• Spiritual growth (faith) vs. Relative Denomination/Religion (RDRS)


• ROIC (hope)vs. RDRS


• ROS (faith driven) vs. RDRS


• Operating Velocity (hope driven)vs. RDRS

Does that mean Spiritual Value is the starting point for Business Value?

With that said, I am sure, someone is asking – “does that mean, business value must always start with the spiritual value?” The answer is “IT DEPENDS”, as the spiritual value culture invariably precedes Purpose driven leadership (PDL) culture in most organizations, and so, it is fair to say that PDL can be sourced either from a “higher power” based spiritual leadership culture or from an emotional energy based leadership culture, as long as it has the three key ingredients of faith, love and hope. Nevertheless, our integrated “triune approach” is well positioned to bridge the missing link between business value and spiritual value regardless of the source of the spiritual value (higher power based and/or emotional energy based), as outlined in the picture on the top of the article. It so happens, our PDL leadership framework, equally works well for both realms of cultures i.e. higher power driven spiritual value culture and Emotional energy driven spiritual value culture, as outlined in the picture below as well.

Triune Purpose in action with real world examples…..

With that said, our research also suggests that leaders with a deep sense of spiritual value (or faith), tend to dream bigger visions, regardless of their source of inspiration (i.e. higher power based or emotional energy based) and those big visions are the ones that help them to create those futuristic experience pools (or market segments) which never had existed in the first place, as seen in the following 5 examples from 5 different walks of life-

• Colgate founder William Colgate, a farmer by occupation, venturing into the multi billion dollar Colgate empire, inspired by his Christian Faith –> Spiritual energy based.


• Aravind eye hospital founder Dr.G.Venkataswamy, revolutionizing eye care with a shop floor type business model, inspired by his Hindu faith based Seva Foundation roots –> Spiritual energy based


• Professor Muhammad Yunus, the Nobel Prize winner, founder of the Grameen Bank, and one of the pioneers of micro finance, being inspired by his Islamic concept of charity and faith –> Spiritual energy based.


• Alexander the great, with his emotional energy based faith, conquering most of the known world in his era –> Emotional energy based.


• Steve jobs with his emotional energy based faith, revolutionizing the mobile space –> Emotional energy based.

In all of these five examples, if at all there is a common denominator, it is the fact that these leaders have always started their extraordinary journeys, with a deep sense of faith (higher power based or emotional energy based) and that faith is the one that had eventually helped them to revolutionize the market place or world in a larger context. In other words, in all of these five cases, these revolutionists, ended up creating an experience pool (or market segment), which had never existed in the first place at all. Without going too much into all of their life achievements, let us take the most recent example of Steve Jobs (as he has been in the news a lot lately), and see how his emotional energy driven, faith based vision, helped him to create an experience pool (or market segment) which had never existed before, further reinforcing our triune purpose linkage theme, as shown below.

• Emotional energy driven faith ->big vision->bigger experience pool/market segment which never existed->higher CAGR/ROIC->higher business value

As we further look at Steve Job’s legacy, it is apparent that his “hope and love” part of the emotional energy system was working in perfect harmony with his faith part, every step of the way, especially while he was developing Apple’s futuristic experience pools. In other words, it was his hope part of the emotional energy system that gave him the “never give up” attitude, even when things were impossible for him to climb. Let’s us face it – no matter how we slice it, odds of him reaching to the top of the most innovative company on the face of this planet, were near zero, if not, totally impossible– first growing up in an adopted home, then dropping out of the college, which when was followed by a period when he had to collect soda cans for a single meal, which then was followed by a period of success, and then came the unjust ouster from Apple during his first stint and then the cancer – wow, what a ride! But then, in spite of all of those odds standing against him so high- he neither lost his hope nor his spirits - and in my humble opinion, that is what made him one of the great business leaders of this generation! Not only that, during all those difficult days - he never lost his Mojo or his love for his profession (and to humanity as well) – and in nutshell, he truly lived up to his own slogan – “Stay hungry and Stay foolish”.

Conclusion

In closing, let us conclude with this thought – our combined experience, along with a decade worth of research is showing us that most companies, historically, have succeeded, only when they have taken an integrated approach in discovering untapped growth opportunities. Time and time again, we run into situations, where many “near picture perfect growth strategies” and game changer type innovation plans, have often been put on hold (or stopped?), partly because, appropriate leadership traits, were not exhibited during critical junctures - which makes us to propose another slogan "Lead with the Purpose Culture, Strategize from the Core and Innovate with the Edge". As we further dissect this slogan – we see the following sequence of events happening in any untapped growth discovery initiative, as reiterated further, by our triune purpose driven approach -

• Lead with the PDL leadership framework, to help develop the purpose culture that is needed to set the cultural context and order from the chaos.


• Strategize with the PTV framework, to help establish the boundaries as “Core and Edge”, so that the firm can start strategizing from Core.


• Innovate with the PIP framework, to help innovate without boundaries, yet, with an initial focus of innovating with the edge.

With that said, let us summarize the article with a final quote –

• “THE ME”, one wants to be (Spiritual value) must be aligned with the “THEME” (Business Value), the company wants to be, so that the stakeholders can reap their value, when it is completely THEMED to be!”

The prerequisite for such a magical transformation, is all about us removing the “ME” from the “THE ME” space first and then together transforming it into the “THEMED” place– and that is where, our integrated TRIUNE PURPOSE driven approach, stands tall and bridges that missing link perfectly - as outlined in the picture on the top of the page!

PTV© in Action - Tapping those untapped growth opportunities using an Experience Pool Portfolio (EPP) Framework

Our last week’s article definitely has created some buzz within the blogosphere– as we received quite a few follow-up questions (both by formal and informal means) from our readers – especially asking us to propose additional measures (on top of the CET index), to effectively gauge this customer centric vs. vision centric innovation dilemma. While we agree that the optimal number of additional measures would definitely help us in solving this dilemma effectively, it is important to highlight the fact, that too many measures, at times, could also lead us to faulty, out-of-context conclusions. With that said- if at all, we need to add any more measures, it would be in the area of measuring the nebulous emotional/ emerging experience expectations of the consumers - as this is one area, the traditional quantitative analytics fall short – partly because of the fact this space is filled with too many opposites.

Having said that, we quickly realized the fact that this dilemma, in a way, is also interconnected to another macro level dilemma within our Portfolio-Thread View (PTV©) called “Pull vs. Push value chain” as well. As it turns out, customer centric innovations, by and large are driven by the push (supply) value chain models, whereas, the vision centric innovations (or the glorified customer centric innovations) are driven by the pull (demand) value chain models – which made us to step back and solve these two macro level dilemmas together (i.e., CE vs. VE & Pull vs. Push) in a holistic manner within the larger PTV© context (with its six macro level dilemmas that were identified within our earlier PTV© blog). This holistic mindset, along with our “causal chain based opposing forces analysis” not only helped us to create few more additional measures (as identified in the picture at the top of the page), but also, resulted in the following value-add INSIGHT –

• While the push (or supply) side of the value chain has been continuously optimized by corporations for over 10+ years, the pull (or demand) side has been often overlooked– and so, bulk of the untapped (or hidden) growth opportunities are being buried deep within the pull side of the value chain only.

What do we mean by that? To better understand and comprehend this insight, let us step back and understand the foundational underpinnings of our “value conservation principle based PTV© view” using an inspirational analogy (if you allow me, let me, take a digression for a minute - and I promise you, that I will come back quickly to the key point of our article…)

• Imagine for a moment … A Poet was about to step out of his home for his inspirational walk in to the nature’s trail -like most poets of yester years like Wordsworth's of the world, did! As the Poet started opening the door, the whistling/whispering sound of the wind started welcoming him with its wonderful rhythm – which made him compelled to start a friendly conversation with the wind - “What’s your name?” The Poet asked. The Wind apparently started talking back “My name is love, peace, joy, patience, kindness, etc (all the emotional fruits/energy types!).” – the Poet was so captivated by the answer, and so, started asking his next question– “Where were you then yesterday this time?”. The intelligent wind quipped – “I was in your nostrils my friend, didn’t you notice me?”- Hearing this punch line back, the Poet’s interest level started going up again -and asked another follow-up question- “Where were you then, the day before?” The wind started imagining one step ahead of the Poet, and gently whispered back – “I was in between the zigzag lines of those Pampoo trees in your backyard producing those wonderful lullabies, my dear Poet”. Now the poet’s interest level started reaching newer heights and asked –“how about the day before that?” The wind apparently started answering back with a musical twist –“Guess what, my friend… I can run over 100 miles an hour, and so, with me being everywhere, anytime, believe it or not, I was flowing through those wonderful Krishna style flutes – that were being played within London’s symphonic orchestra!” Now the Poet started recognizing the fact that the wind was trying to act smart, and so, thought of asking a non-answerable question, thinking that it would end the conversation – “how about zillion years ago?. The wind quietly said – “don’t you know my friend – I was the one who was breathed by your creator in to your fore father’s (Adam’s) nostril to give him (and you) the life you are all treasuring now”. After hearing this insightful answer, the Poet got so humbled and started thanking God for His wonderful creation of nature and the wonderful inspirations that come along with it!”

Granted, it is an imaginative story – but the added inspiration within our context here is – like the wind energy, business value also revolves around our PTV© conservation cycle (within the four walls of the BSC perspectives along with its six dilemmas) as I had alluded in the picture of one of our earlier blogs (http://strategywithapurpose.blogspot.com/2011/01/portfolio-thread-view-ptv-in-action.html), and to be little more precise,

• As we can visually see in the PTV© cyclical picture, the intangible human intellectual capital energy (like the wind energy, in the form of capabilities) within the “Growth/Learning” perspective, first transforms itself in to a tangible asset value (in the form of P&S’s) within the “Value Chain” perspective – and then, those tangible assets gets interchanged with the “need state based experience pools” within the “Customer” perspective (creating the incremental value or cash-flow from outside growth opportunity sources) – which finally transforms itself in to the shareholder value in the “Financial” perspective – which again gets re-invested in the form of human intellectual capital energy (or capital/capabilities) – and the PTV© value conservation cycle keeps moving.

The key message here is that VALUE gets either increased (using value accelerators in the form of positive cash flow generating growth opportunities from an external source) or decreased (using value deaccelerators in the form of negative cash flows or bad business decisions) within the PTV© conservation cycle – very much like how PHYSICAL ENERGY gets accelerated/deaccelerated (from external energy sources) as part of the energy (or wind energy) transformation process. In other words, if we had to summarize - the single most important challenge facing corporations today, in our opinion is -

• IDENTIFYING, GUARDING and RESURRECTING (The IGR Challenge) those hidden value accelerators that are being buried deep within the pull side of the value chain in the form of a positive cash flow (i.e. value) generating growth opportunities.

This IGR challenge not only made us to start our gold rush journey of searching for those hidden treasures (sounds like the gold rush of the 19th century?) – but also, resulted in the following hypothesis -

• These “right to win” type hidden growth opportunities, happen to exist more on the pull side of the value chain – because, bulk of the unmet emotional/emerging consumer experiences are buried within the hearts and minds of the high-spend creative customers/consumers.

This does not mean that we need to ignore the push side altogether (which is more of functional or baseline experience focused) - rather, we need to balance both (i.e. pull and push value chains) to bring this “right to win” hypothesis to life. With that said, the key question that needs to be solved within this hypothesis is -

• What are those untapped, unmet, need state, based experience moments of your most profitable customers/consumers -and how fast you can, not only tap them, but also can fill those experience gaps with your P&S’s (or business models)much before your competitors could?

As we started answering this question– we quickly realized that we need to first re frame this untapped growth opportunity space using a “pull value chain” based market segmentation approach – given the fact traditional “push value chain” based demographic and/or behavior based market segmentation approaches, that worked well to quantify the traditional consumer segments, do not seem to work very well, to quantify the “pull value chain” based emotional/emerging experience moments. Part of the reason being is that –the traditional demographic/behavior based segmentation approaches are based on the rear-view mirror type historical data and so, it does not work very well in quantifying these futuristic emotional/emerging experience moments. Granted, the historical data, definitely is useful in identifying the unmet functional (or already fulfilled) experiences – however, in our opinion, it does not work well for quantifying the emotional/emerging experiences - and so it is time to try a different approach – called the “Pull-Push balanced Experience Pool Portfolio (hence forth called as EPP Framework)”.

Under this EPP framework, the traditional products and services (P&S’s) are redefined as Experience Enhancers - to better identify these untapped emotional/ emerging expectations in the form of experience pools (EP) and the corresponding unmet need-states (NS). Experience Pools are the groups of consumers that are grouped based on the futuristic emerging/emotional experience expectations of their needs (i.e. what part), including the rationale behind the decisions they make to meet those needs (i.e. why part), and the potential growth opportunities ( i.e. how part of discerning the growth rate variations within those groups). For those of us who have come from the data intensive analytics background – I perhaps could provide an OOS analogy to explain the differences between the traditional Market Segments and Experience Pools – it is the same difference between “Entities/ Tables” within Relational Schema vs. “Objects” within Object Oriented Schema(OOS). Along the similar lines, Need-States are the distinct set of “usage occasions” depicting how the choices made by the Experience Pools change depending upon the situation or usage occasions.

Once the experience pools and need-states are mapped as a matrix (5x5 matrix as identified in the picture at the top of the page), it helps us to perform the experience gap analysis to accurately size these “experience gap opportunities” in terms of dollars and volumes. Granted that these experience pools and the unmet need states vary from category to category – however, our analysis has shown that most of these macro experience pools and need states identified in our 5x5 matrix are common across most consumer focused P&S categories (whether it be consumer electronics experiences, content/video experiences, F&B experiences or non-durable experiences), as there is a need to solve/gauge these emerging unmet experience needs of the creative/high-spend consumers within all of these sectors, regardless of a specific category. However, please note that these experience pools and need states may have to be refined, should we get an opportunity work on an engagement for a client firm to identify the experience pools for a specific category. For the purposes of this blog, we strongly believe that our EPP framework (along with its 10 component level analysis sub-frameworks) - definitely help us to answer our hypothesis question with clarity, certainty and speed as identified in the picture at the top of the page

1. Experience pool (EP) analysis - arriving at the Experience Pools addressing the nebulous emotional/merging experience expectations as identified in the 5x5 matrix at the top of the page.

2. Need state (NS) analysis - arriving at the occasion based need states driving those experience pools as identified in the 5x5 matrix at the top of the page.

3. EPNS Gap Analysis – econometric analysis to identify the experience gaps between current experiences offered by the current P&S’s within a category vs. the ideals expected up those creative high-spend consumers for each EPNS Pool. EPNS pool is the intersection bucket of EP and NS within the 5x5 matrix.

• Context sensitive EG metrics in % at Experience-Pool-Need-State (EPNS) pool level e.g. SURVEYED EXPERIENCE GAPS (SEG %)and DERIVED EXPERIENCE GAPS (DEG%) in the EG areas of – enjoyment, mood-fill, award-status, access, relevance, convenience, personalization, uniqueness, deal, good enough mindset, recreation, nutrition, flavor, texture, energy, trendiness, style etc or some combination of above as outlined in the picture at the top of the page.
• Context sensitive EG relative priority rankings at Experience-Pool-Need-State (EPNS) pool level e.g. SURVEYED EXPERIENCE GAPS (SEG #) and DERIVED EXPERIENCE GAPS (DEG #) of the above EG’s.
• Context sensitive weight factor for each EG metrics (%) and rankings (#) at Experience-Pool-Need-State (EPNS) pool level e.g. SURVEYED EXPERIENCE GAPS (SEG #) and DERIVED EXPERIENCE GAPS (DEG #) of the above EG’s.

4. EPC Gap Analysis – econometric analysis to identify the experience gaps between current experiences offered by the current P&S’s within a category vs. the ideals expected up those creative high-spend consumers for each EPC Pool level. EPC pool is the intersection bucket of EP and Channels within the 5x5 matrix, very similar to the above matrix, with the only difference of need-state being replaced by channels(Groceries, Drugs, Mass, online, mobile etc.)

• Context sensitive EG metrics in % at Experience Pool-Channel (EPC) levels e.g. SURVEYED EXPERIENCE GAPS (SEG %)and DERIVED EXPERIENCE GAPS (DEG%) in the areas of - physical/virtual feeling, ease of experience from home vs. making a trip , on my side, better deals, service on a touch of a dial/screen, same day vs. next day delivery, flavor, texture, energy, trendiness etc.
• Context sensitive EG relative priority rankings at Experience Pool-Channel (EPC) levels e.g. SURVEYED EXPERIENCE GAPS (SEG #) and DERIVED EXPERIENCE GAPS (DEG #) of the above EG’s.
• Context sensitive weight factor for EG metrics(%) and rankings(#) at Experience-Pool Channel (EPC) levels e.g. SURVEYED EXPERIENCE GAPS (SEG #) and DERIVED EXPERIENCE GAPS (DEG #) of the above EG’s.

5. EPNS and EPC pool based new opportunity analysis - mapping the ENS and EPC gap experiences to future P&S’s (in the form of line extensions and/or new product/business model innovations) in few more variations (i.e. permutations and combinations).

• EPNS/EPC with Decision Makers (Moms, Dads, Grand Parents)
• EPNS/EPC with Life stage (Family, Single, Senior Citizen Boomers etc)
• EPNS/EPC with Family Type (Small, Medium, Large)

6. EPNS & EPC pools mapping to tiered brand strategy (dual or triple brand positioning) based on these emerging/emotional gap opportunities.

7. EPNS & EPC pools mapping to tiered pricing strategy/framework based on the gap opportunities.

8. EPNS & EPC pools mapping to differentiation tier strategy based on these emerging/emotional gap opportunities.

9. EPNS and EPC based Profit Pool Analysis - Experience Fulfillment (EF) map wherein ENS and EC pools are mapped to current and gap opportunities in the form of revenue, volume and profits.

10. Final recommendation with an action plan/execution focused roadmap.

As it turns out, solving these macro dilemmas within the larger context of our PTV© view, in our opinion, has definitely paid off, in the form of two synthesis based “doing both” solution frameworks called Experience Pool Portfolio (EPP) and Purpose innovation Portfolio (PIP) – respectively addressing the challenges posed by these macro level dilemmas. At the same, we would like to highlight the fact that, in the real world within large corporations, there exists always a tension between the opposite ends of these dilemmas – and so– as leaders, we have a greater responsibility of resolving these tensions, on a proactive, timely manner using emerging collaboration techniques like Power Through Collaboration (PtC©) framework promoted by experts like Dr. Steve Willis. At the end of the day, executing these collaboration driven strategic actions on a timely manner, much before the competitors, is what going to create the incremental value for shareholders.

In a way, we can also call our PTV© as a Reset Enabling View (REV©) as it revisits/resets some of the foundational assumptions of the other dominant strategic views of recent years (and derives its best features from them as well) and help organizations to go back to their drawing board with a reset/refresh mindset – and so, in our opinion, PTV© is one of the best views to develop both near and longer term reset/refresh strategies (e.g. Annual Plan and 2020 strategic plan), especially for corporations within those industries (Consumer Goods, Consumer Electronics/Media/Telecom and Retail industries to be specific) that are trying to reset their businesses to better align with the challenges and opportunities of the next decade, as identified in one of the recent McKinsey’s surveys.