1.
HOW TO
THRIVE
Build robust & resilient
customer centric
organisations
This paper is a knowledge curation and collection of thoughts, insights and best practices

2.
This manifest is based on previous work that I created and shared earlier: Customer
Success [360], Social Business Reset & Rethink, From Social Media to Social Business,
and Lean Thinking for Marketing. This manifest is enhanced with more suggestions on
how sales, marketing and business development could work together to implement and
facilitate a customer centric operating model for future growth. In this edition I introduce
a sustainable operating model for customer centricity and how to transform sales and
marketing in the age of the fourth industrial revolution, virtual selling ever increasing
complexity and uncertainty.
I have shared with you existing models, methodologies and approaches for business
model transformation, organizational change and personal development. In this manifest I
explain how these different resources are connected and can be leveraged and enhanced
so that together we are able to build an even stronger approach without reinventing the
wheel. Curation, collection, and application of knowledge to create new insights,
information and knowledge is key.
In order for me to develop this new manifest I have used content and resources from
various business, marketing, design thinking, change management, organisation- and
education professionals. I want to thank them for all the inspiration. You can find a list of
all resources used at the end of this document.
This paper is a knowledge curation and collection of thoughts, insights and best practices

3.
“NETWORKED MARKETS ARE BEGINNING TO
SELF-ORGANIZE FASTER THAN THE COMPANIES
THAT HAVE TRADITIONALLY SERVED THEM.
THANKS TO THE WEB, MARKETS ARE BECOMING
BETTER INFORMED, SMARTER, AND MORE
DEMANDING OF QUALITIES MISSING FROM MOST
BUSINESS ORGANIZATIONS.”
To find a sustainable short-term solution requires a structural long-term approach
The Cluetrain Manifesto, 2009

4.
STRUCTURE OF THIS
MANIFEST
1. Shifting to a customer centric organisation
2. The process and progress of shifting
3. Customer centricity & shared value creation
4. A network of integrated teams to enable
customer centricity and support shared value
creation
5. People make the difference when implementing
customer centricity
6. Self directed, key to drive maximum personal
impact
7. What will bring success? Important success
factors when adopting customer centricity
This paper is a knowledge curation and collection of thoughts, insights and best practices

5.
1. Theory of customer centricity
2. Direction and ambition for shifting the
organisation, shared value creation
3. Create a starting point for shifting the
organisation
4. Understand the maturity of the value you want to
create together
ORGANISING THE SHIFT
Shifting your sales and marketing to support customer
centric sustainable growth via shared value creation
This paper is a knowledge curation and collection of thoughts, insights and best practices

6.
THEORY
CUSTOMER
CENTRICITY
Customer centricity to drive sustainable growth which results in organisations that
thrive. To succeed organisations need to start transforming sales and marketing and
adopt shared value creation as the new standard for long term impact.
ORGANISATIONS
THAT
THRIVE
Knowledge, understanding and success comes directly
from the learning which emerges from the practical
application of tested and refines theories
The success of theory
Theory allows us to move beyond the focus on
current situations, current symptoms and
observations to explore and discover the potential
The importance of theory
Source: Why theory is important, Bryan Cassady, cycles – the simplest, proven method to innovate faster while reducing risks
Sales and marketing transformation to
develop a customer centric organisation

7.
SHARED VALUE CREATION
The direction, ambition
and starting point of your
customer centric shift will
be to implement and
support a shared value
creation approach to
nurture the exploration of
new avenues and
opportunities together
with customers.
Customers are your
starting point!
Because of increased
complexity, when adopting
shared value creation you
need to shift from:
1. Push to pull activity
2. Individual to team
performance
3. Low to high
engagement
4. Transactional to
collaborative
relationships
High engagement &
impact from team
performance
Relationship
Activity
Engagement
Transactional
EXTRACTION
Reciprocal
EXCHANGE
Partnership
CREATION
Co-evolution
TRANSFORMATION
Type of value to be created to meet customer
requirements using Huddle Value Maturity Model
Push Pull
Transactional
Collaborative
Low engagement &
impact from individual
contribution

8.
Business motivation
Short term business growth.
Business focus
Creating the largest margins
possible, with the least
interaction with the
customer as possible. “Take
what we want, give as little
as we need to.”
Customer experience
• Under-valued
• Skeptical with no chance
for advocacy
• Subsistent
Customer behaviours
• Questioning / reducing
cost
• Detracting from brand
Transactional
Value is extracted by the
organisation from the customer.
Business motivation
Long term business growth.
Business focus
Creating strong relationships
with customers to ensure future
relevance and growth. Focusing
on creating real value for
customers through carefully
considered and designed
products and services.
Reciprocal
Value is exchanged between the
organisation and the customer.
VALUE MATURITY EXPLAINED
Customer experience
• High expectations of
service, when delivered
can become advocates
• Power asymmetry high
• Mutual relationships
Customer behaviours
• Happy to pay for service if
value is perceived
• Will advocate if
expectations are met
EXTRACTION
EXCHANGE
Business motivation
Short-medium term
mutual prosperity (current
context / situational)
Business focus
Creating strong partnerships
within an ecosystem/network
view. Leveraging each others’
strengths to create new and
sometimes unexpected value
for each other, beyond that of
the interaction.
Partnership
New value is created beyond the exchange
between organisation & customer.
CREATION Customer experience
• Don’t really perceive
themselves as customers
• Some power asymmetry
may still exist
• Purposeful, valued
relationships
Customer behaviours
• Ownership of experience
because it was co-created
with them
• Happy with the prosperity
of the other
• Strong advocates
Business motivation
Long term mutual
prosperity (future context
generational)
Business focus
Creating and participating in
systems that will endure into
the future, resilient and
prosperous and ever-
changing. Human-centred and
purpose-driven.
Co-evolution
All parties contribute to selfless value
creation. Conventional economic terms.
Customer experience
• A unique and critical part
of something greater than
themselves
• Power is harmonious.
• Purposeful, thriving global
communities
Customer behaviours
• Equal footing in
relationship.
• Each in service of the other
• Mutual catalysts for growth
beyond strategy (exploring
new meanings together)
TRANSFORMATION
Source: Huddle Value Maturity Model Copyright ©

9.
Business motivation
Short term business growth.
Business focus
Creating the largest margins
possible, with the least
interaction with the
customer as possible. “Take
what we want, give as little
as we need to.”
Customer experience
• Under-valued
• Skeptical with no chance
for advocacy
• Subsistent
Customer behaviours
• Questioning / reducing
cost
• Detracting from brand
Transactional
Value is extracted by the
organisation from the customer.
Business motivation
Long term business growth.
Business focus
Creating strong relationships
with customers to ensure future
relevance and growth. Focusing
on creating real value for
customers through carefully
considered and designed
products and services.
Reciprocal
Value is exchanged between the
organisation and the customer.
VALUE MATURITY
Customer experience
• High expectations of
service, when delivered
can become advocates
• Power asymmetry high
• Mutual relationships
Customer behaviours
• Happy to pay for service if
value is perceived
• Will advocate if
expectations are met
EXTRACTION
EXCHANGE
Business motivation
Short-medium term
mutual prosperity (current
context / situational)
Business focus
Creating strong partnerships
within an ecosystem/network
view. Leveraging each others’
strengths to create new and
sometimes unexpected value
for each other, beyond that of
the interaction.
Partnership
New value is created beyond the exchange
between organisation & customer.
CREATION Customer experience
• Don’t really perceive
themselves as customers
• Some power asymmetry
may still exist
• Purposeful, valued
relationships
Customer behaviours
• Ownership of experience
because it was co-created
with them
• Happy with the prosperity
of the other
• Strong advocates
Business motivation
Long term mutual
prosperity (future context
generational)
Business focus
Creating and participating in
systems that will endure into
the future, resilient and
prosperous and ever-
changing. Human-centred and
purpose-driven.
Co-evolution
All parties contribute to selfless value
creation. Conventional economic terms.
Customer experience
• A unique and critical part
of something greater than
themselves
• Power is harmonious.
• Purposeful, thriving global
communities
Customer behaviours
• Equal footing in
relationship.
• Each in service of the other
• Mutual catalysts for growth
beyond strategy (exploring
new meanings together)
TRANSFORMATION
Source: Huddle Value Maturity Model Copyright
Choose which value maturity
you would like to use for the
challenge at hand and as part of
your shared value creation
journey with customers.

10.
1. Managing progress of the shift to establish the
journey
2. Conditions for shifting the organisation
3. Develop focus for shifting
4. New rules for establishing the right focus
5. Action cycles to facilitate shifting the
organisation
PROCESS OF SHIFTING
Shifting your organisation requires a standard and
structured approach based on leading from the emerging
future and action cycles.
This paper is a knowledge curation and collection of thoughts, insights and best practices

11.
PROCESS
Exploration is discovery, uncover
and understand the emerging
pathway collectively with customers
There are no quick fixes, ever, there
are only small baby steps which will
lead to progress
When a flower does not bloom, you
fix the environment in which it
grows, not the flower
Alexander den Heijer
We can’t predict the future, The conditions that
organizations and leaders must navigate, both internally
and externally, are only growing more difficult to predict
and control.
This diminishes the likelihood that the “right” people can
make all the “right” decisions at the “right” time to
successfully implement the strategy.
Shifting organisations and exploration requires a different
iterative approach to nurture progress and advance much
like you do when gardening.
Establish your garden!
Leading from the
emerging future

12.
PROGRESS
A
B
Open MIND
Open HEART
Open WILL
Seeing
Sensing
Co-Creating
Crystallizing
Downloading
Presencing
Performing
Source: Otto Scharmer, Senior Lecturer at MIT, Founding Chair at Presencing Institute
Leading from the
emerging future
Leading from the
emerging future is all
about progressing the
exploration journey. It
will help facilitate the
shift to customer
centric sustainable
growth and an
organisation that will
thrive.

13.
CONDITIONS
From focus on:
• Compensation
• Constraints
• Compliance
• Control
• Contract
Smell of RETAIN, where we
play defense with a strong
focus on efficiencies.
Developing new conditions to
enable shared value creation
and make impact, moving away
from old context to new
context that will enable change,
get rid of the smell of fear.
We exploit and sustain
with incremental
improvements to
perform short term
To focus on:
• Purpose
• Personal stretch
• Self discipline
• Support
• Trust
Smell of ACTION, where we
play offense with a strong
focus on value and impact
We explore new
avenues and disrupt
existing business
models to thrive long
term
A different type of organisation,
playing field and architecture is
needed based on your approach
and decision to exploit or
explore
Scarcity Mindset Abundance Mindset

14.
Time
Attention
Budget
Talent
Value creation
Today
Tomorrow The day after
tomorrow
Current
Value
Future
Value
Long term
Value
The day after tomorrow
Where do you focus your time, energy and attention?
SOY*
Negative
Value
*Shit of
yesterday
Source: Peter Hinssen The Day after Tomorrow
FOCUS

15.
DIFFERENCE
Rules of the plantation
For production
Efficiency – Productivity – Profitability - Scalability
1. Excel at your job
2. Be loyal to your team
3. Work with those you can depend on
4. Seek a competitive edge
5. Do the job right the first time
6. Strive for perfection
7. Return favors
Rules of the rainforest
For innovation
Radical – Serendipity – Fail Forward – Non Linear
1. Break rules and dream
2. Open doors and listen
3. Trust and be trusted
4. Seek fairness, not advantage
5. Experiment and iterate together
6. Error, fail, and persist
7. Pay it forward

16.
ACTION
ABCs cycle, non linear agile approach to progress
and action the transition and shift to a customer
centric organisation via each step of the exploration
process.
Using an active learning and agile approach to action
the transformation
We should build upon the positive aspects of each
previous experience and accomplishments in order
to progress. Baby steps and small wins.
We progress via micro improvements
Consistent action to
support systemic change
Source: Bryan Cassady, cycles – the simplest, proven method to innovate faster while reducing risks
Align & Adapt
Build Ideas
Communicate
& Check
Action &
Execution
Feedback &
Learning
Systemic
Change

17.
1. Network of integrated teams
2. Teaming to enable shared value creation
3. Establish an improvement culture
4. Connecting integrated teams to build a platform
5. Customer centricity and shared value creation is
about creating a journey together
6. Learning for systemic change and your
continuous improvement journey
TEAM PERFORMANCE
Network of integrated teams to drive shared value
creation and build a robust and resilient customer centric
organisation
This paper is a knowledge curation and collection of thoughts, insights and best practices

18.
STRUCTURE
Network of integrated teams
Not working in silos but integrating all
components that play a vital role in delivering
value for customers. Customers at the heart of
your business
Customer centricity and developing shared value can be
best achieved through a network of integrated teams with
limited hierarchy and the use of an “on the team” and “no
management but all leaders” philosophy and mindset. With
their position on the edge of the organisation closest to
customers
Leadership
Governance & Transparency
Structure
Way of
Working
Learning
Five key building blocks to develop a network of integrated
teams who research, develop, market and study the impact
of creating customer value

19.
NETWORK OF INTEGRATED TEAMS
Integrated teams can drive change when creating customer value movements
As leaders use these building blocks to facilitate and support all of these customer value movements. Your role as a true leader is to
standardise methods, tools, skills, mindset, communication and governance. This is not about politics and power but all about support and
empowerment. You create and set the environment for your teams to flourish and grow.
Leadership Structure Way of Working Learning
• Frame work together with teams
and provide long term direction
• Provide psychological safety and
stimulate fearless
• Model behaviour
• Commitment to failure
• Provide guidance on context and
complexity as part of framing
work
Based on framed work:
• Establish team and identify the right
people, deeply understand people
on the team
• Identify area of expertise,
knowledge on specific subject
• Define roles associated with each
step of customer life cycle
determine if a role is a specialist or
a generalist
• Determine accountabilities set of
actions and responsibilities to make
it easier to track progress in the
team
• Introduce self determination and
drive autonomy
• Strong communication
• Open and transparency in the team
and beyond
• Make it small and implement small
improvements
• There is shared interest, thinking
and believes
• Practice teaming to stimulate
collaboration and creativity
• Stimulate failure, and organise
proactive reflection and feedback
• Establish an improvement culture
and drive curiosity
• Always aim for better, drive quality
and constant optimization, limit
forces of mediocrity
• Connect with like minded
individuals and build your personal
network
• Practice knowledge curation and
share with others.
• Take ownership of helping others
on team and provide support
Governance & Transparency
• Provide psychological safety for all teams
• Create overview of consistent action in teams
• Document best practices and stimulate
knowledge sharing
• Evaluate and enhance structure, way of
working, key objectives and learning
• Driven open communication and transparency
at all levels

20.
TEAMING
Providing customer value in highly complex, dynamic,
uncertain and ever changing environments can only
be achieved by working together as a cohesive team.
Today’s leaders must therefore build a culture
where teaming is expected and begins to feel
natural, and this starts with helping everyone to
become curious, passionate, and empathic.
Curiosity drives people to find out what others
know, need and what they bring to the table.
Empathy enables us to see another’s perspective It
enables us to truly learn by asking genuine
questions and by listening deeply when it comes to
team members` diverse perspectives.
Self-awareness is the kind of presence which
enables observing ourselves and others with a
clear mind.
Source: Teaming, How Organizations Learn, Innovate, and Compete in the Knowledge Economy
(Jossey-Bass, 2012), professor Amy Edmondson of Harvard Business School
Teaming is adopting an actionable
framework for continuous improvement
Building a safe space for deep and focused conversations
Using an appreciative question to frame your conversation
Identifying the assets at your disposal, including the hidden ones
Linking and leveraging your assets to create new opportunities
Identifying a big opportunity where you can generate momentum
Rewriting your opportunity as a strategic outcome with measurable characteristics
Defining a small starting project to start moving toward your outcome
Creating a short-term action plan in which everyone takes a small step
Meeting every 30 days to review progress, adjust, and plan for the next 30 days
Nudging, connecting, and promoting to reinforce your new habits of collaboration
Use cycles to constantly reflect, learn and adapt with your team
• Identify the right people to collaborate with, including each others`
organizational context & eco system.
• Discuss each others` individual strengths, values, needs and desired impact in
order to find a shared purpose.
• Explore and test suitable practices & tools that help to effectively co-create &
jointly work towards the shared purpose and – simply put – to get things done.

21.
CULTURE
LOW HIGH
HIGH
You don’t have to be wright first time,
it’s a learning journey
Culture of
Inspiration
Learning
Culture
Performance
Culture
Culture of
Connection
Instruction
Culture
Execution
Culture
• We should build upon the positive aspects of each
previous experience and accomplishments in order
to progress
• We progress via micro improvements
• Commitment to failure
• It does not matter if it is not good
• Try, try, try and start doing, failure will let you learn
• Learning will make it wright in the end
• Most progress and success comes not from a single
major paradigm shift but as the culmination of
several smaller, iterative improvements
• Creating moments of progress, no matter how small
• Make improvement part of everyday business ethos.
Make sure you are a good thrower of the ball when
you start juggling
Improvement culture
Source: Dutch Business Book, De cultuurladder, de sleutel tot een presterende organisatie (key to high performing
organisations): Marcel van Wiggen, Gerard Vriens en Frits Galle
Added value
for the
employee
Added value
for the
organisation

22.
PLATFORM
We can’t predict the future we can only create it
together
Customer centric operating models standardise
on a structure and environment that is flexible
and enabling creativity, connectivity and
collaboration which will make it easier for the
organisation to operate in highly complex
situations that deal with disruptions
Distributed network — The distributed network is
the decentralized network taken to the extreme.
It avoids the centralization completely. The main
idea for the distributed network lies in the
concept that everyone gets access, and everyone
gets equal access.
Podular organisation – each team or each POD
can act as the whole company, creating a
connected company working with a core
supporting hierarchy on the inside supporting, a
network of customer centric teams on the
outside
+
Source: book The Connected Company, Dave Gray

23.
JOURNEY
From a fixed and stable hierarchy to a fluid and
flexible cel structure to support a network of
integrated teams
Centralized
Scheduled / Their time
All invented inside
Owned and closed
Hyper-competition
Pyramids
Spend and trash
One-way / One to many
Monalithic
Propriertary
Distributed
Real-Time / My-time
Invented anywhere
Shared and open
Hyper-collaboration
Nodes
Use and renew
2-way / Many to Many
Networked
Interoperable

24.
LEARNING
Individual and group learning are linked in
that the knowledge creation process is a
dynamic interaction or ‘generative dance’
between individual and group level learning,
with insights generated at one level fueling
learning at the other through socially enabled
learning cycles
At the system level, learning takes on
another level of importance. The dynamic
nature of complex adaptive systems requires
an ability to continually sense and learn from
the system and adapting accordingly. This
requires an ongoing process of iterative
inquiry that draws upon wisdom and insights
from diverse actors across the system.
Individual
Learning Scale
Group
Learning Scale
System
Learning Scale
Learning for systemic change

25.
1. People make the difference
2. Alignment to succeed together
3. Customer centricity needs change makers
4. Change makers have different roles
5. Start your journey it will be exciting
6. Work is learning and learning is work
7. Build your network and connections
8. Communication is vital when building
connections
9. Stories to better communicate your message
Weave a narrative!
INDIVIDUAL PERSPECTIVE
Self directed: your future, your drive, your choice and
your action. Taking ownership when shifting to drive
maximum impact
This paper is a knowledge curation and collection of thoughts, insights and best practices

26.
PEOPLE
Shared value creation is all about people serving
and helping other people. It is about people
trusting people and creating and thriving
together with confidence.
As an individual to operate as part of integrated
teams and be successful in shared value
creation first shift your frame of reference.
Shared value creation is helping customers
achieve their goals first. Shift from EGO to ECO
and make sure you help customers achieve their
goals first and if you do this well your goals will
also be achieved. This is hard and easier said
than done. It requires specific expertise and a
different mindset and skillset.
Lead with customer priorities and set the agenda
together!

27.
TELL ME AND I FORGET,
SHOW ME AND I MAY REMEMBER,
INVOLVE ME AND I UNDERSTAND!
Chinese Proverb
This paper is a knowledge curation and collection of thoughts, insights and best practices

28.
OBJECTIVE
Seeking alignment first about the priorities,
resources, the approach and how we engage.
Creating a common understanding and
language before you start your shared value
creation journey together with your customer.
Full alignment on purpose, priority, outcome
and critical success factors is important
before you start your mutual discovery and
exploration
We want the same thing
Instead we sometimes behave in ways that
make it difficult to reach the end goal.
We don’t listen
We make assumptions, and don’t dig deeper
We are impatient and need to make the sale
It takes to much time
We don’t fully understand the whole organisation and context
We don’t talk to the right people
Politics count more than business sense and entrepreneurship
Both sides to unrealistic about time, budget, resources needed
We believe we know best what customers need
We have a portfolio to offer
1
2
3
4
5
6
7
8
9
10

29.
CHANGE MAKER
We all have a choice in life to choose our own path for
impact and success. Shared value creation can bring all of
us meaning, purpose and joy.
From meaningful connections identify opportunities during value discovery.
During the development and delivery of value convert and fulfil these
opportunities and learn with customers from the impact.
Be a change maker and help your customers understand and progress
via joint sense making:
• There is so much information to digest you should help navigate and
make sense of it.
• Guidance and validation of information to develop evidence
• The ability to make things simple for all participating in the process
• Only from joint understanding and insights the creation can start

30.
ROLES
Roles but also activities in sales and marketing
are changing because of complexity,
uncertainty, opportunity, sustainability and
speed of transformation. Making interaction
more human and more real.
There are common features across these
roles. Some shared value creation journeys
may include people who can span different
roles, while others may need experts to focus
on a single area. For value creation to be
effective, all of these roles must be filled from
the start of the process.
Characteristics of change makers
Source: Beyond Net Zero: A Systemic Design Approach, Design Council
SYSTEM THINKER:
Someone who has the
ability to see how
everything is
interconnected in a bigger
picture and zoom
between the micro and
the macro and across
silos.
Someone who can tell a
great story about what
might be possible and
why this is important, get
buy-in from all levels and
have the tenacity to see
the work through.
LEADER AND
STORYTELLER:
DESIGNER AND MAKER:
Someone who
understands the power
of design and innovation
tools, has the technical
and creative skills to
make things happen,
and makes sure they
are used early on in the
work.
CONNECTOR AND
CONVENER:
Someone with good
relationships, is able to
create spaces where
people from different
backgrounds come
together, and joins the
dots to create a bigger
movement.

31.
START
Direction will get you started and to create impactful
and meaningful shared value you need to adopt a
different work ethic, mindset and approach. In highly
complex, dynamic, uncertain and ever changing
customer situations success comes from the
integration of work and learning.
Work is learning & learning is work
You have to feed your curiosity, support learning in
communities and solve grand challenges together
constantly clarifying and deepening your personal
vision, views, knowledge and expertise.
Fuelling personal progress based on constant
knowledge exchange and connection with others inside
and outside your network so that you can become the
change maker needed to drive customer centric
sustainable growth via shared value creation!
Strategic Doing & Work Smarter
We can’t have all the answers upfront and we can’t predict the future. Start
exploring and start doing based on a common direction and work smarter.
Source: Harold Jarche, Personal Knowledge Mastery – Jarche.com
diverse &
unstructured
hierarchical &
structured
goal-oriented
& collaborative
opportunity-driven
cooperative
make sense
of practical
experience
share new
practices
seek & make sense
of new ideas
seek to
understand
environment
Co-create Value
Project & Work Teams
> trust
Challenge Assumptions
Communities of Practice
> learning
Connect with Others
Knowledge Networks
> diversity

32.
CONNECTION
Highly Connective People
Have a point of view and are not afraid to take risks
Keep their promises and never over promise
Say it another way and write it down
Show it – demonstration works better
Think knowledge as a service
Will let you know they thought about you
Are present to opportunities always and everywhere
Connect actively and nurture their networks
Think beyond their closed circle who else might benefit
Always talk “partnerships”
Wire the organization both internally and externally, constantly
Build meaningful connections

33.
COMMUNICATION
To build meaningful connections and practice shared value creation communication is vital.
CURSE CLARITY SIMPLE
Source: Bryan Cassady, cycles – the simplest, proven method to innovate faster while reducing risks
INTENT
The Curse of Knowledge can make
communication more difficult
because you know the subject to be
communicated already very well. So
sometimes having knowledge or
expertise can make it more difficult
to communicate clearly.
Putting yourself in the shoes of
someone else and demonstrating
empathy is important in order to
clearly articulate the message
across.
Building clarity is all about “less is
more”. It takes hard work, lots of
time and energy, testing and
feedback. Use these 6 steps to build
clarity:
1. What is the essence?
2. Who are you talking to?
3. Structure is key
4. Tell a story
5. The power of touch
6. Remove and simplify
Using the narrative structure and
tailoring your message and
communication based on audience
and context is critical.
Simplification based on 4 P’s
iterative cycle that ensures clarity in
your thinking and allows you to
communicate effectively:
1. Problem – what is the problem,
challenge or pain you are
addressing together?
2. Promise – what benefit do you or
the value deliver for all
participating?
3. Proof – what evidence can you
provide to strengthen believe for
all?
4. Payoff – how will the value
improve the life quality of people
who will use it?
Intent counts more than technique.
The only workable intent should be:
helping to succeed together.
Who you are stands over you and
thunders so I can’t hear a word you
say and communicate.
Practice getting connected with your
intent so it becomes who you are,
not what you say or claim. So it
communicates before you say a
single word.

34.
STORIES
From mutual understanding we take collective action to create
shared value with help of integrated teams.
Stories help us connect, understand and share. Stories communicate!
When building stories that weave a bigger
narrative fully understand and acknowledge that:
• View and representation will impact the stories you
tell
• Make it personal, your purpose, your why, your how
and your what (use the golden circle of Simon Sinek as
guidance)
• What you read, what you learn, what you consume and
who you meet and listen to is what you will become
and will determine your reality
• Negativity in stories is always dramatically louder
• You filter to create your stories based on your views
and your representation when consuming content,
information and knowledge
• At points be silent, listen and be open to different
perspectives and views of others you might learn
something new that can enhance and strengthen your
story but more importantly will establish collective
action.
Use visualisation and framing techniques to build and tell your story
Shared
Value
Narrative
Story of change &
future ambition
Opportunity
Direction
Story of collectiveness
& connection
Fearless
Story of care,
safety & support
Governance & Leadership
Communication from the
senior leadership team to
integrated teams
Customer
Communication
external focused from
internal team
members to customer
team members, being
part of the same
integrated team
Internal
Communication internal
focused between team
members from the
same organisation,
being part of the same
integrated team

35.
1. Different skills are needed to succeed in shared
value creation and customer centricity
2. Adopt a problem solving mindset for successful
shifting
3. Habits will change your behaviour
4. Take control of your life
PERSONAL IMPACT
Self directed: your future, your drive, your choice and
your action. Taking ownership when shifting to drive
maximum impact
This paper is a knowledge curation and collection of thoughts, insights and best practices

36.
PERSONAL
IMPACT
The success of an
intervention depends on
the interior condition of
the intervener
Bill O’Brien
Ability
Willingness
Routine
Skillset
Mindset
Habits

37.
SKILLSET
Change maker skills map
Source: IntrapreneurNation.com Copyright 2021 and the DO team
Skills for impactful and meaningful shared value creation with customers.
Important lessons and activities on the left that influence skills development on
the right
Please note: the change maker skills map is based on the Intrapreneur skills framework and input from the Manifesto of a Doer from the Do team.
Action oriented
A bias towards learning by doing and evidence
Curious & creative
Open to new ideas, variety and ways of working
Vision
Sees opportunities in problems
Conscientious
Organized, dependable, hard working
Seeks feedback
Frequently reviews results to learn and improve
Manages risk
Systematically drives risk out of projects to set
up success
Builds teams
Seeks out new people to join their ‘tribe
Builds relationships
Systematically grows influence and authority
• Leverage your energy.
• Avoid easy deadlines.
• Follow through.
• Focus on the task.
• Obstacles will come your way.
• Ideas change things.
• What you are doing is hard, but not impossible.
• What is the priority today?
• The energy available to get this done is directly
proportional to how much it matters to you.
• Perfection comes over time.
• Sprint. Rest. Sprint. Rest.
• 80% of your time is spent on things that you are not
good at. 20% of your time is spent on the things you
are very good at. In order to get more done, flip that.
• Teams multiply change.
• Keep your energy for pushing forward.
• Make a plan.
• Say no. And say it often.
• Making things happen is fun.
• Little actions repeated relentlessly result in big
change.
• Make a pact with failure early on.
• Even though you are busy, make time to help others
who are at the start of their journey.
• All teams want to be part of history.
• If you are going to make change happen, make it a
good one.

38.
MINDSET
Cultivate an open mind to drive
creativity and problem solving
in uncertain times
Foster a creative and open mindset
to problem solving and change
Being ever
curious about
every element
of your problem
and journey
Practicing show
and tell
recognizing that
storytelling
begets action
Tapping into
collective
intelligence
acknowledging
that the smartest
people are not in
the room
Pursuing
occurrent
behaviour and
restless
experimenting
Having a
dragonfly-eye
view of the world,
to see through
multiple lenses
Being an
imperfectionist
with a high
tolerance for
ambiguity
6
mutually
reinforcing
mindsets
Source: Charles Conn and Robert McLean, McKinsey & Company: Six
problem-solving mindsets for very uncertain times 2020

39.
HABITS 7 habits of highly effective sales leaders
Source: Franklin Covey, Sales Performance Practice the 7 habits of highly effective sales leaders
Think win / win
Put first things first
Seek first to understand then be
understood
Sharpen the saw
Be proactive
Begin with the end in mind
Synergize
Use autonomy and your belief to contribute, make a difference every day and reach a level of
mastery. Be proactive and make sure there is purpose in what you are doing. This will help drive
towards self-actualization
By focusing on the End in Mind, you should find you are able to push back in more constructive
ways, balance day-to-day problems and needs with good judgment about where your priorities lie
in order to develop the outcome you need to drive impact
The principle of “Putting First Things First” is to execute on your priorities and take responsibility
for accomplishing them by proactively planning your time, your day and your week.
Think Win-Win is a powerful way to shift your thinking before any interaction happens. But taking a
Win-Win approach will be hard to achieve if you haven’t built trust with others first. The
willingness of others to engage with you in a Win-Win way is directly affected by the balance in the
emotional bank account you have with them.
The first half involves inquiry: deeply listening to the person you are interacting with (seek first to
understand). The second half involves advocacy: sharing your point of view (then to be
understood), which sometimes requires doing so courageously.
The 7 Habits build upon one another. Habits 1, 2, and 3 are geared to
achieving personal independence. Habits 4, 5, and 6 lead to
interdependence and create a stable, reliable foundation for impact.
Habit 7 is vital because it enables all the other habits.
Synergy means the whole is greater than the sum of its parts. Synergy is more than cooperation.
Synergy is the co-creation of new possibilities. It’s the crowning achievement. It is the fertile
ground from which new and shared goals and opportunities are created.
To continue to produce, you need to feed your ability to produce, just as you need to change the oil
in a car and put gas in it. Habit 7 reminds you to build balance (physical, mental, social, spiritual) in
your life. It’s easy, sometimes for long periods of time, to lose sight of the need for renewal.
1
2
3
4
5
6
7

40.
HABIT LOOP
The framework for changing habits and
routines:
1. Define ambition and aspirations the bigger
goal or objective
2. Understand and identify which new
behavior is required and needs focus
3. New behaviors are facilitated
4. Provide triggers for the new behavior
5. Controlled repetition of these new
behaviors will create habits
6. Constantly reinforce and develop
importance will help
A habit is a choice that we deliberately make at
some point, and then stop thinking about, but
continue doing, often every day.
Identify the reward driving your behavior , the
cue triggering it, and the routine itself.
1
Cue
Routine
Reward
The
Habit
Loop
Source: Charles Duhigg The power of habit & Agnis Stibe, Cycles the simplest proven method to innovate faster
while reducing risks

41.
AGENCY
Having more agency means taking
responsibility for your life. By practicing more
agency, you’ll have more influence over your life
and greater impact on the lives of others.
This will positively influence outcome and
impact of shared value creation with customers
How to develop your sense of personal agency
Taking control of your life!
Source: book, the power of agency - The 7 Principles to Conquer Obstacles, Make Effective
Decisions, and Create a Life on Your Own Terms, Paul Napper Psy.D. & Anthony Rao Ph.D.
When making important decisions it’s helpful to stop and deliberate first. Put yourself in
an environment conducive to reflection and exploration. Focus on the issue at hand
enough to clarify your primary objective and consult others. Higher-agency people will
start to act if they are 80 percent sure or more. So, don’t over-deliberate before acting.
Think of intuition as deep inner knowledge that is comprised of millions of data points
that our brains have observed over the course of our lives. When used wisely, it can be
a tremendous boost to our creativity and help us make important decisions, thereby
increasing our level of agency.
Increasing your awareness of how your emotions and beliefs drive your thinking,
influence your behavior, and affect your judgment will help you navigate life with
greater confidence. Being more self-aware is key. This enhances your agency by
putting you more in charge of what you feel and think.
Constantly expanding your capacity to learn by adopting a more open, collaborative
approach to everything in life. This requires nurturing your curiosity and allowing
yourself to explore new ideas, skills, and people.
Physical movement, along with proper rest and nutrition, puts your body and mind into
balance, giving you greater motivation, strength, and stamina. If you’re feeling stuck or
overwhelmed, get up and move.
Set boundaries with difficult people, disentangle yourself from negative online
interactions, and be more conscious of how you might be vulnerable to “groupthink”
pressures to behave or think in ways that are contrary to your values.
Understand what you let into your mind—meaning what comes in from your
environment. To help you increase your agency, practice going to quiet and screen-free
spaces to escape overstimulation.
Control
stimuli
Associate
selectively
Move
Position
yourself as a
learner
Manage your
emotions and
beliefs
Check your
intuition
Deliberate,
then act
1
2
3
4
5
6
7

42.
SELF AUTHOR
Systemic change through human
development is all about moving
individuals and understanding their
context, establishing conditions for
change enabling them to make a fresh
start.
Systemic change and inner personal
transformation are deeply connected
Humans can and will influence other
humans and search for like minded
individuals that in the end will group and
unite.
Inner compass & capacity
Engage in context & dealing with
the situation
Co-sense, develop collective
thoughts and progress
Development
Influence
Impact
Personal
Conditions
Team effort
SYSTEMIC CHANGE
Your future, your drive, your choice and your action

43.
1. Establish and create a safe working environment to
experiment
2. Building trust with yourself, your teams and your
customers is essential
3. Create transparency and open communication to
develop high trust working environments
4. Adopt a different way of working.
5. Use co-creation methodologies to enable shared value
creation
6. Shared value creation toolkit
OUTCOME & SUCCESS
Develop the foundation for impact and flourishing,
shifting requires a different approach to change and
managing progress.
This paper is a knowledge curation and collection of thoughts, insights and best practices

44.
SUCCESS
Think about the difference between the WHAT and the
HOW. The difference between the end result and the
progress to get there
Often to much focus of activity is on WHAT to transform
and to little focus is on the process to get there, the
HOW, which is equally important.
Which change approach is needed to succeed?
When HOW is forgotten you will end up with
transforming the WHAT with old tools, methodology,
theory, leadership and mindset.
Always describe the WHAT (end result) and determine
how this will impact the HOW….
What will drive not only success but also impact?
The correct steps and focus!!
Purpose, ambition and inner
compass
Orchestrate moments of
progress
Integrate work and learning
1
2
3
Failure, reflection and
feedback will drive
impact
Will help to improve and
progress
Will keep you on your
path and help direct the
self
Success in transformation also requires
a different approach to change
C-focus Courage
Curiosity
Compassion
Collectiveness
Steps
to take

45.
SAFETY
Developing psychological
safety
Source: book The Fearless Organisation: Creating Psychological Safety in the Workplace for Learning, Innovation, and Growth, Amy C.
Edmondson 2018 and Randy Conley, blog leading with trust
Transparency and candor in the workplace are absolutely good and
important. The tangible and intangible costs of lack of engagement and
collaboration within an organization are substantial. Change this with
clear focus on developing psychological safety:
1. Sense of permission for candor
2. Focus on inclusion and diversity
3. Willingness to help
4. Attitude to risk and failure
5. Open conversation and transparency
Psychological safety is a win-win for both employees
and the organization
Trust &
Respect
Psychological
Safety for all
Supportive
Organisational
Context
Leader
Behavior
Group
Dynamics
Use of Practice
Fields

46.
TRUST
Building high trust teams and organisations
Source: the neuroscience of trust Harvard Business Review 2017, Paul J. Zak and Randy Conley, blog leading with trust
1. Recognize excellence
2. Induce “challenge stress”
3. Give people discretion in how they do their work
4. Enable job crafting
5. Share information broadly
6. Intentionally build relationships
7. Facilitate whole-person growth
8. Show vulnerability
9. Establish a common language of trust
10. Develop an inner circle of trust
11. Provide clarity about everything, have clear roles and expectations
12. Hire and develop great team members, who can play where on the field
13. Create an environment of psychological safety
14. Let them experience challenges together
Trust is important and key in order for integrated teams to be
successful. Ultimately, you cultivate trust by setting a clear direction,
giving people what they need to see it through, and getting out of their
way. Use these principles to develop trust in your teams:
Teach about trust
Using ABCD framework
Able
demonstrates
competence
Believable
acts with integrity
Connected
cares about others
Dependable
honours commitments

47.
TRANSPARENCY
Transparency at work will help build high trust
for integrated teams to flourish. The
commitment and responsibility of all
employees on the team to be transparent in
their work will foster creativity and
collaboration through better engagement.
1. Why transparency at work
2. What will help create transparency at work
3. How to create transparency at work
4. Outcome and benefit of transparency at work
1. Encourage clear & open
communication
2. Creating a stronger
understanding of people
3. Establishing high trust
4. Making teamwork more
efficient
5. Driving better employee
engagement
6. Retaining talent
1. Consistency is key,
inconsistency will
undermine credibility
2. Share reasoning, explain
reasons why
3. Be open, be vulnerable and
receptive to feedback
4. Communicate openly
5. Encourage team members
to do the same
6. Recognize the limits
1. Break down silos
2. Share learnings, failures
and mistakes
3. Show and tell results
4. Create communication
channels
5. Invite questions and
encourage feedback
6. Document every process to
boost accountability and
responsibility
• Employees feel comfortable
addressing problems, feedback,
thoughts, and ideas. This open
communication can be the key to
solving grand challenges with
customers in shared value creation
• Connect with team members on a more
human level when team members see
that others can also be vulnerable
• The team will be more motivated and
more productive seeking their input,
and including them in relevant decision
making results in employees who are
more accountable and engaged and job
satisfaction will increase
1.
WHY
3.
HOW
2.
WHAT
4.
OUTCOME
Source: input is used from various professionals and resources: Kate Dagher, Trinity College Dublin - Catherine
Ellwood, The Myers-Briggs Company - Jennifer Robinson, theTeam. - Four Important Ways Transparency Builds
Trust in the Workplace, INTUITIVE STRATEGIES

48.
WAY OF
WORKING
Leadership
Challenges
Collectiveness
Purpose
Leadership is an important key ingredient when
working with customers to deliver successful
shared value creation and thrive together.
Transforming leadership in teams and your
sustainable customer centric operation is
about:
Authenticity have a perspective and contribute
Organize for circularity not linearity
Humility and modesty will lead to joint sensing
Balance the activity and where to focus
Reflection and feedback, learning is progress

49.
WAY OF
WORKING
Challenges
Collectiveness
Leadership
Purpose is the accelerator for action and the
enabler of collectiveness and direction. Shared
value creation with customers is about
transformative purpose. The ability to work
together to deliver impact through
transformative purpose.
Purpose
Why
How
What

50.
WAY OF
WORKING
Challenges
Purpose
Leadership
Using integrated teams of change agents and
build autonomous cells at the edge of the
customer centric sustainable operation to drive
successful shared value creation with external
participants and customers.
Collectiveness
S
C
A
L
E
Staff on demand – using external experts for creativity and contribution
Community and crowd – expand and grow with like minded individuals
Algorithms for smart automation and productivity
Leverage assets – access to everything for everyone
Engagement – constantly adapt ideas based on new input
I
D
E
A
S
Interface – connect inside and outside to get work done (platform)
Dashboard – access to real time data to adapt journey
Experiment – run enough pilots to learn and pivot to deliver impact
Autonomy – integrated teams work autonomous
Social technologies – keep channels open and communication flowing
Source: book: Exponential Organisations Singularity University Salim Ismail

51.
WAY OF
WORKING
Collectiveness
Purpose
Leadership
Challenges are the input for shared value creation
with customers. Understand the type and maturity of
challenges you want to solve using shared value
creation.
Challenges
How to organize across a network of integrated teams, understand maturity of the
challenge at hand and how this might evolve. Is their a connection with other
challenges (red thread) to build a potential roadmap together.
1. who -
understand the
individual 2. what do they
need to do
3. what do they
see
4. what do they
say
5. what do they
do
6. what do they
hear
7. what do they
think & feel
PAINS
List their fears & frustrations
regarding the challenge at
hand
GAINS
List what they are trying to
accomplish and achieve when
solving the challenge

52.
CO-CREATION
“We as humans are wired co-creators, it’s in our DNA. We
love to do it, but somehow, we lost the habit along the way. All
humanities’ great achievements were done through dreaming
and co-creation, from setting on the moon to creating the
internet. The smartest organisations have since embedded
co-creation in their culture, and leapfrog others, innovating at
relentless pace. Stuff simply gets better when done together,
becoming the multiple of everybody involved. Nothing truly
great was ever conceived and achieved by a single person. To
progress, we must stand on the shoulders of others”
Source: book Collaborate or Die the changemakers handbook for Co-Creation James Veenhoff & Martijn Pater

53.
CO-CREATION
Source: book Collaborate or Die the changemakers handbook for Co-Creation James Veenhoff & Martijn Pater
The engine or foundation for shared value creation with
customers is co-creation. Creating together working from a
collective mindset and with (external) participants to deliver
value and impact for all contributing.
Five principles for successful of co-creation
Crowdsourcing
Community
co-creation
Expert
co-creation
Coalitions
Initiator only Initiator + Contributors
OWNERSHIP
Selection
Process
Anyone
can
join
OPENNESS
1. Inspire to participate. How to frame, structure and present your purpose
2. Select the best. Who to involve, how to find them and engage them
3. Trust the process. How co-creation sessions work best
4. Raise the bar. How to turn good ideas into solid gold
5. Lead the change. About you and your role in making impact
Four different types of co-creation

54.
SHARED
VALUE
CREATION
TOOLKIT
Tools & activities to help your organization to
collaborate with customers to drive shared
value creation.
1. Executive Leadership Training Program
2. Field Labs & Customer Experience
Centers
3. Community of Experts
4. Crowdfunding & Venture Capital
5. Customer Advisory Council
6. Co-Location & Employee Exchange
Program
7. Ambassador Program
8. Learning Expedition & Study Trip
9. Recognition Award
10. Hackathon, Competition, Challenge
11. Start up & Scale up Program
12. Co-Creation Workshops
13. Evidence based Research
Not an one off activity but an integrated approach for
continuous improvement with help of customers

55.
Resources used for this manifest
• Otto Scharmer, Theory U, Precensing Inistitute & MIT
• Régis Lemmens, Entrepreneurial Selling – Professor at Antwerp
Management School
• Peter Hinssen, The Day after Tomorrow
• Edward L. Deci and Richard Ryan, Self Determination Theory
• Charles Duhigg, The power of Habit
• The Cluetrain Manifesto
• Thomas Friedman, The world is flat
• Tom Peters, Re-imagine & The Professional Services Firm (PSF)
• Simon Sinek, Start with Why
• James Veenhoff & Martijn Pater, Collaborate or Die the
changemakers handbook for Co-Creation
• Amy C. Edmondson, The Fearless Organisation: Creating
Psychological Safety in the Workplace for Learning, Innovation,
and Growth
• Paul Napper Psy.D. & Anthony Rao Ph.D, The power of agency
• Bryan Cassady, Cycles – the simplest, proven method to
innovate faster while reducing risks
• Peter Senge, The Fifth Discipline
• Harold Jarche, The Network Era & Personal Knowledge Mastery
• Salim Ismail & Yuri van Geest, Exponential Organisations –
Singularity University
• Andrew Linderman, Storytelling
• Eric Ries, The Lean Startup
• Marcel van Wiggen, Gerard Vriens en Frits Galle, De
Cultuurladder
• Alexander Osterwalder, Business Model Generation & Value
Proposition Design
• Gerd Leonhard, Digital Transformation: are you ready for
exponential change?
• Roman Krznaric, The Six Habits of highly empathic people
• Amy Bucher, Types of Motivation
• Jeremy Heimans & Henry Timms, The New Power
• Franklin Covey, Sales Performance Practice the 7 habits of
highly effective sales leaders
• Dave Gray, The Connected Company
• Alfonso Bustos Sanchez, Ricoh Digital Academy, Universitat
Pompeu Fabra BSM,

56.
CONTACT
Please contact me if you like to
continue the discussion or
share your ideas and thoughts:
jacspierings@gmail.com
www.jeroenspierings.nl
www.linkedin.com/in/jeroenspierings
www.twitter.com/jeroenspierings
All pictures are found on PEXELS
This paper is a knowledge curation and collection of thoughts, insights and best practices