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JLN's papers range from defining our process to applying it to customers, capabilities and management. Some have evolved over time as new information has either added to our thinking or changed it. But our principles are always reflected in our writings. JLN C&T hopes that these papers, along with your business context, information and principles, help you make successful decisions.

Papers are in PDF format. Please refer to the paper's title when commenting. Thank you.
 

White Papers

Learn about C Cubed's framework, process, benefits (company and customers) and why it's a good measure. Find out how using the framework will lead to understanding your present execution position, what's needed for success and that new resources and capabilities are needed make a more robust execution fabric.
Strategies and initiatives are built with the sole purpose of making your company, or some part of it, uniquely competitive.  Read about the framework and process that asks the "what, why, how, who, when and where" questions that builds your confidence that your "unproven" initiative is valid.

It's in your best interest to do more to make your customers successful than implement your products and related services.  Learn as much as you can about your customers' businesses and find ways to assist them with non-product value chain areas. Learn about applying the C Cubed framework and process to gain the knowledge you need.

Execution performance assessments are important for several reasons - identify critical issues and form a performance baseline just to name a few. So why is there a dilemma?  In spite of the benefits companies make excuses not to do them. Learn about the excuses, their rebuttals, assessment benefits and a methodology that all support assessment planning.

Growth depends on the simple premise that total solutions must produce the results customers expect. Read about the Value Principle rules and how to apply them to get “Value Nirvana” – when company and customers expected solutions to produce certain results and customers experienced it.
 

Competitive Value

The best stories to use to help your company to determine whether or not to use a business practice or develop a strategy are those from your company's activities. Learn why and find what the antidote is to the myriad of anecdotes that come your way.
The most important corporate function isn't what you think it is - sales, marketing or executive management.  But they could be. A short paper that helps determine the "root" function of the ones that may only "seem" to the "most important."
When we think of "value" we think of worth. But it's the other value - people, process and knowledge - that is used to create the solutions - value - that customers buy. Read about the value formulas and the best way to increase their "value" sides, why it's important to increase benefits, solution usability and "fitness for purpose" and the ultimate benefits of a more robust value proposition.
Read about the seven steps from defining vision, mission and objectives to making sure the strategic initiatives needed for success are created with the appropriate detail level to ensure success.
Is it wiser to copy your competitor or develop your own, unique solutions? Won't your competitors "borrow" your improvements and add a few more? Won't your company do the same? Keeps going, doesn't it. Read one of the first papers C Cubed wrote to learn why and how to avoid this trap.
A quick overview of competitive value - assets used to create solutions - and what it means to a company's value proposition.
One of C Cubed's first papers that outlines our framework. Starting with "look for value in places you control" to "balance all the principles with all the others" to ensure advantages can be realized.
C Cubed's first paper that outlines our framework.  A quick read to understand the rationale behind the "cube."
 

Customer Focus

Your company needs more than "transactional" data in order to make decisions about its offerings.  While this type of data is important, it needs to be enhanced with non-product questions, those that give you deep insight about your customers' business, operations, overall goals and challenges. C Cubed lays out the goals of asking such questions and a couple of illustrative examples.
The real goal of any company isn't to make their customers loyal but to help make them successful and, therefore, valuable. Short explanation of why this true.
Being customer focused is more than round the clock support and developing products from transaction data. It's all about total alignment. Use C Cubed's ten criteria to help your company create a robust strategy based on aligning its value propositions with their customers' overall business requirements.
Beliefs and principles drive company actions that create the solutions customers buy. Because the marketplace is now customer focused, these beliefs and principles have to change from product and company centric ones to those that drive activities that result in customer powered solutions.
Does your company have "most valued customers?" Do you have more than one type? Answer the questions posed in this paper to see if your company does or not. Hint: it's not just about revenue.
Very short paper that points out that companies should worry more about their customers' and their competitors rather than their own. Gets you thinking.
 

People & Execution

JLN C&T lists some of the management and individual contributors' criteria and principles needed to create a true employee empowered environment, as well as a few rules needed for success.
Most company employees are already motivated to succeed. What keeps them from doing so are the de-motivators that are allowed to thrive(?) by culture, management and individual contributors. Some of these are described here and ends with the call to develop core company principles to keep them from becoming part of the culture.
A company's competitive advantage comes from all of the innovations it produces across its value chain. That means that everybody in the company has to contribute to the set. Because those who perform activities are the best ones to find improvements, it's necessary to make sure the company is prepared to meet the challenge. Learn about what's involved.
A response to a statement that "teamwork means compromise and compromise doesn't produce quality solutions." JLN C&T make the case that teamwork doesn't mean compromise when a visionary assembles a group of "strengths."
JLN C&T has developed a set of strategic initiatives - that cover customers, capabilities and management - that executives use to make sure they sleep well at night.
 

Knowledge & Value

Knowledge is the key to delivering value to customers. The key to gaining that knowledge is asking the right questions. C Cubed outlines the basis for forming the questions to get the right knowledge you need to create the unique market position you work for.
Data, information, experiences and "intuition" are important but they aren't knowledge, only steps in its creation. Read about the steps you need to take to get to "decision making knowledge."
It's curiosity that leads us to the opportunities that result in invention based innovation.  A short paper that builds the case for companies to develop a "question" filled toolbox to support their people in the quest to be curious.
 

Value Propositions

Although a lot has been written about what makes a good value proposition there are some misconceptions about what it is and what it means that still exist. Read about how knowing what they are can help your company improve one of its most valuable sales and marketing tools.
 

Opinion Pieces

CRM and CEM use the word "management" as part of their descriptions. JLN C&T believes they shouldn't be because they send the wrong message about the concepts they are trying to convey. Find out what words should be chosen to be paired with "relationship" and "experience," words that drive goal attaining activities.
Businesses expect a certain number of customer executed activities that go into acquiring and using their solutions to be part the transaction's informal agreement. But would they think differently if they viewed some of those activities, like returns, to be non-productive "overhead?"