Corporate Identity


Our symbol is comprised of four circles to symbolize the organizational silos.

Each silo carries another symbol to represent its diversity, while the cross in the middle symbolizes the bringing of unity in diversity.

Without diversity, progress is unlikely. Without unity, prosperity is far reached.

To understand the meaning of the symbol in our logo, we need to explain more about ROUNDMAP™ and the detrimental effects of silos.

ROUNDMAP™ is an integrated business framework covering four dynamics:

  • Market Dynamics (Supply & Demand)
  • Customer Dynamics (Frontline Operation)
  • Business Dynamics (Backline Operation)
  • Organizational Dynamics (Values & Culture)

While constructing the Framework, we found that we were able to describe each of the dynamics in four transformational stages. A similar pattern can be found in nature. Just consider the four seasons or the metamorphosis of a butterfly. Consequently, we felt that our symbol needed to contain four silos.


Productivity, Profit, and Inequality

For decades, to maximize profit, business owners have placed productivity above all other types of value creation. Consequently, productivity between 1979 and 2019 in the US yielded +72.2%. In the same period, employee compensation grew by a mere +17.2% (adjusted for inflation), which caused a substantial productivity-pay gap. In other words, return-on-capital has outperformed return-on-labor by 4:1.

Capitalists are wrong

Capitalists kept wages low because they believed higher wages would drive unemployment. It doesn’t. When Henry Ford doubled the wages of factory workers in 1917, he argued that his market would expand because now more workers could afford to buy a Ford. And he was right. Capitalists aren’t just wrong; they allowed the rich to grow even richer while preying on the poor that the rich can now afford to buy out any competition, essentially undermining the very foundation of the free market principle.


Furthermore, the broad adoption of the scientific management method caused business owners to believe that workers needed to be restrained as much as possible while meticulously describing the operations’ sequences to raise productivity. Thereby depriving employees of the ability to think for themselves, causing them to lose their pride and become alienated from their work – as predicted by Karl Marx.


Today, most HR and senior executives acknowledge that innovation benefits significantly from a diversity of thought. However, to expect employees to suddenly start to think for themselves and adopt a so-called growth mindset is being naive: it takes time, trust, and psychological safety, amongst others.


We found that siloization impedes an organization’s readiness for change, as denoted by Harvard’s Heidi Gardner, stating that “innovation hinges more and more on the interfaces.” Silos are known for thwarting the creation of relevant customer value and the seamless delivery of customer experiences.

Porter’s Value Chain

Management consultant and author Michael Porter described the primary and secondary activities to create and deliver goods and services. He called the orchestration of these activities a ‘value chain.’ As we all know, a chain is as strong as the weakest link. If one silo obstructs the entire value chain, the whole operation could quickly derail.


A strategy needs to determine where to play and how to win. The first element demands focus, the second a plan. While people, products, profit, and processes are all essential aspects to consider, it means little if employees need to perform without a purpose or ignore the negative impacts on the planet.


When growth stagnates, CEOs and management consultants generally take charge from an executive top-down approach, looking for opportunities to cut costs to maintain a healthy profit. Why don’t they look for what causes growth to stagnate in the first place?

It shocked us to find that, according to research by Harvard Business Review, CEOs spent on average a mere 3% of their time talking to customers ─ This dynamic of few customer interactions creates challenges when executives don’t have a clear view of the customer perspective.” 

And it was as baffling to read that CEOs spent 6% of their time talking to employees ─ “This creates challenges if that executive desires to maintain an accurate gauge of the organization’s problems and culture.”

We believe it is critical to delivering business value that CEOs spend at least 25% of their time talking to customers and frontline employees to drive meaningful customer value.

Business Value

Business value is the standard value measure used in business valuation, defined as the entire value of a business, i.e., the total sum of all tangible and intangible elements, covering all monetary and non-monetary values of a firm, including:

  • Organizational culture
  • Human Relations
  • Relationships between business and people
  • Employee attitude, skills, and maturity
  • Human Resources
  • Work processes
  • Contributing
  • Time-to-market
  • Reducing waste
  • Shortened production processes
  • Usability, utility, and value of products
  • The satisfaction of users and clients
  • Innovation


Given that we focus on growth, instead of costs, we typically start at the base of the operation, at the Ultimate Level of Truth™, the level of customer interaction. We believe the answer to a company’s survival is in its ability to develop both relevant (current) as well as significant (future) customer value.

However, we don’t ignore the fact that a firm needs to design and orchestrate a feasible and viable value chain to create desirable value, deliver that value in a credible, distinguishable, and identifiable manner to customers, to justify the capture of an equitable share of that value as profit.

Unity from Shared Value

While diversity is critical for the success of any company, even countries, it needs unity to thrive. Michael Porter and Mark Kramer wrote an excellent article, explaining that for a company to attract the right talent, it needs a shared value to “reconnect the company’s success with social progress.” According to the authors, “companies remain trapped in an outdated, narrow approach to value creation.” Shared value could reshape capitalism and its relationship to society.



Our study, leading to the ROUNDMAP™, included the Customer Dynamics, which made us perceive brand-customer relationships as a double helix, similar to a DNA-string.

The 2 strands, that run in antiparallel, symbolize the intentions of the brand, on the one hand, and that of the customer on the other. Both strands are tied together by functional, emotional, and social bonds ─ represented by the base-pairs between the strands.

These bonds are a consequence of bilateral signaling. The brand signals it value in the form of stories that are spread across channels, the so-called brand-initiated touchpoints. The customer, on the other hand, signals its need for its value by reflecting to the touchpoints.

If the customer perceives the value as relevant and desirable, a connection is established. The sum of these connections are generally referred to as the customer experience.