At the core of our work with organizations is the introduction of simple but powerful new models for thinking about and discussing what really creates value for customers and stakeholders. As mental models change, language and speech patterns inevitably change – because language reflects thought. We find that as we work with core groups within any type of organization, their adoption of new patterns of thought results in new patterns of speech. When others find these new patterns of speech useful or illuminating, they tend to adopt the new vocabulary and idiom. Soon, we hear nearly everyone in the organization using new ways of describing current reality, their work and customers’ needs. Our models for thinking about how (and whether!) work creates value for anyone - in any important way - are simple, powerful, and universal.

• Simple, because we’ve worked for years to get them intuitive, which means we can introduce one of them in just a few minutes and groups and individuals immediately begin to explore new ways of thinking.
• Powerful, because we’ve pared them down to basics that reflect what really matters with clarity. Lead a group on a guided discussion using any model and within a very short time, they are grappling with vital, key aspects of job, process and organization. Inevitably, this results in positive impetus for change – because once people see things clearly, they see what needs to change to improve results. And they begin to make it happen.
• Universal, because the creation or destruction of value is a commonly held critical success factor for everyone. The ability to see, analyze and discuss value crosses all functional boundaries and spans all vertical gaps. Different functional groups uncover common ground for the first time, and find they can discuss and develop solutions with greater ease. They set aside functional language and tend toward communicating about what unites everyone, every job, and every level – through the creation and delivery of value.

We began to describe this innovation as the Language of Value. Although applying our technology is always focused on solving clients’ real-time problems rapidly, inevitably new language sprang up and quickly spread within the client teams. Many times the words were the same ones we coined as part of our models. Client teams formed their own organizational dialects as they developed aspects particular to their customers and operations. One day as we gathered for a session the top executive remarked with amazement that marketing, finance, operations, and supply chain were all communicating more openly and frequently. And they seemed to be speaking the same language for the first time. The question: Had we formulated this new language? Not really. Rather, the language created itself – we just supplied the building blocks.

A new language – one that helps focus everyone on aligned goals – is needed today. Here’s why.

• All organizations need more than financial models. The language of finance is incapable of describing and enabling many of the most important things that need to happen for successful outcomes in any organization. Ultimately, success can be measured by financial performance, at least at for-profit companies. But financial language in most cases can’t create or establish the basis of success that leads to great financial results. Your organization can strengthen any existing financial approaches by adopting new language and models that connect with and embrace but go well beyond a financial language.
• Knowledge workers’ needs are different. How can you create new ways for knowledge workers to understand and communicate with one another about how they create value using a system that doesn’t move beyond industrial age thinking? This is a robust and ongoing dialogue, but our tools leapfrog this quagmire into a new level of clarity and relevance. Specialized knowledge worker language presents all the same challenges of any siloed language like financials. Any new approach must connect with and embrace their special needs but go well beyond when connecting with other workers and stakeholders of all types.
• Communication is recognized as one of the most critical success factors for any organization. Yet the acceptance and use of cross-functional and multilevel-spanning communications are usually deficient. If progress in improving communications is not happening – or is happening too slowly at your organization, we might have a few building blocks that can help.
• The marketplace waits for no one. It doesn’t care that you need more time to change, or that your historical structures and caveats make it difficult to accomplish initiatives. A new language of value – created by and organically adopted by members of your team using our tools – reflects the language of the marketplace and the customer. Most organizations do not capture the essential nature of their marketplace in ways that enable rapid adjustments and changes to embrace marketplace requirements.
• Mental models that encourage people to think about, “see” and understand the entire system are needed today as never before. Silos created by function, geography, territory or turf threaten the very survival of many organizations. If siloed thinking and fiefdom behaviors persist at your organization, we have a proven approach that opens the gates to new collaboration in a dramatically short time – just days or weeks at most.
• The models, methods and technology that we call the Language of Value is the first approach that allows every role, function, job and person to easily connect to the overall business model with clarity and powerful insights. It starts with “me, my job and my team” whether at the CEO level or frontlines with customers and end users. The common language applied to build agreed on and explicit mental models provides a means for rapid and clear communications and decisions that all can agree to support and execute. Results come along faster and with more consistency.
• A robust organization is the foundation for a healthy employee body and positive culture. Immediate short-term results are essential, but must repeat in the future for ongoing success. Our approach gets people thinking about and creating short-term results faster than anything most clients have ever experienced. Frankly, some clients have been stunned as our technology began to take hold, gain acceptance and was routinely used. The results created by people who suddenly share common and relevant focus can have immense impact on results. Because our models are integrated based upon the creation of value as the core concept underlying the business model – short term results repeat and grow. Almost always, what is conceived as a “get it done now” with “resources on hand” solution turns out to be the essential elements for a solution adopted for long-term success.

What is needed today is a paint-by-the-numbers approach – something that works for everyone and in every situation. The exciting news about the Language of Value approach is that, so far in every test, it does just that. We’ve seen it make a difference in every application. Short-term ROI has never been less than 10:1. Our highest achieved ROI was 180:1 – just on the basis of measurable and credible results. Most people believe the lasting and ongoing effects are incalculable. Our average ROI to-date has been 72:1 on the basis of short-term results alone.

If these results interest you, please give us a call. We are in the midst of writing a book about this new technology and language. In the meantime, we have formed select, core groups of executives who are interested in applying this to their organizations. Groups typically meet twice a month for three months to learn and apply this new system in their organizations. We are continuing in-house engagements for organizations involving client teams of practitioners – not all of whom have made it onto this website yet. If you just have an interest in learning more, give us a call. We are constantly looking for new ways to spread the word about practical applications for Language of Value.