Achieving Breakthrough Value

Achieving Breakthrough Value is a two-day leadership training program, which provides senior managers with tools and concepts to make tangible improvements to their customers’ experience and employee engagement



Combining insightful case studies with practical tools, Achieving Breakthrough Value provides a comprehensive set of models and tools for leading and managing organizational change to improve the customer and employee experience.

This program includes the Achieving Breakthrough Value interactive learning 4 CD set developed by the Harvard Business School.



Prior to attending the workshop, participants read an article to gain background information on the Service Profit Chain, as well as four compelling case studies that illustrate organizational change initiatives within major companies. They then complete a summary of their personal learning objectives for the program and complete one action learning application idea they have, based on the content of the program.


Module 1: Welcome and Introduction

The facilitator welcomes participants and introduces the objectives and learning activities of the training program. The agenda and expectations around case preparation and class participation are discussed. Building on their pre-work reading, participants review some of the major concepts associated with the service profit chain including: the customer satisfaction-loyalty curve; segments of customers; the cycle of success, and customer and employee value equations.


Module 2: The Strategic Value Vision

The facilitator leads the class through an in-depth discussion of Southwest Airlines, uncovering the target market, value concept, operating strategy and service delivery system that has led Southwest to becoming one of the few profitable airlines in the industry. Based on their learnings, participants explore the Strategic Value Vision, a comprehensive way to define the relationships between critical elements of a business strategy. In pairs, participants apply the Customer section of the Strategic Value Vision to their own business.


Module 3: The HR Value Cycle and Culture

Participants study key concepts of the HR Value Cycle of Capability that support service profit chain leading companies. These include: the mirroring effect; the cycle of capability; aces in places and fewer, better people. Next, participants explore the Taco Bell case study around the experience of John Martin, CEO, as he leads an organizational transformation with specific emphasis on how the organization defined their customers, their value concept, and the employee portion of the operation strategy and service delivery system.

Through discussion and a video case study, participants study organizational culture and the factors that support a service profit chain orientation. Through an in-depth study of Rackspace Managed Hosting, participants learn about a company that has created a culture that is ‘fanatical’ about providing exceptional service to customers through an organizational culture that allows employees to leverage their individual strengths in cross-functional, client centered teams.

Finally, in pairs, participants return to their Strategic Value Vision and apply the employee section to their own business. They also discuss the degree to which they are investing in a cycle of capability and what improvement opportunities exist.


Module 4: Leveraging Value over Costs

Participants explore best practices for achieving greater value for customers that is leveraged over costs, including the role of technology at several benchmark organizations. For example, they look at how Harrah’s Entertainment has leveraged value for customers over costs through an operating strategy that has seamlessly integrated marketing with operations, technology, and HR to produce tremendous competitive advantage. Then they review some recent best practices for the design and implementation of service delivery systems that ensure a consistent and intentional customer experience is delivered at key Moments of Truth.

In teams, participants discuss their operating strategy and service delivery system to identify ways to achieve greater value for customers over costs based on the learning from the morning.


Module 5: Service Profit Change

This module opens with a discussion about the barriers to successful organizational change based on the research of Michael Beer and Russ Eisenstat. Participants discuss ASDA as it went through a transformational change process, debating the decisions made by CEO Archie Norman and their impact on the long terms survival of the company. This case demonstrates the specific phases and leadership behaviors required to lead effective organizational change. The 7 Steps to Leading Service Profit Change are introduced, as well as a process for leading effective organizational transformation.

Individually, participants complete some planning around the first two steps of the change process and test their plan with a partner to enlist improvement feedback.


Free Tools and Assessments

This web-based self-assessment is based on a sub-set of the Best Practices of leading Service Profit Chain companies. Assessment results will be produced immediately upon completion. MORE


A powerful, research-based system that dramatically improves customer satisfaction and loyalty. Learn strategy, management practices and customer service tactics to out-perform your competitors. MORE


Hundreds of large organizations around the world have used the groundbreaking Service Profit Chain to improve business performance. Now The Ownership Quotient reveals the next generation of the chain: customer and employee "owners"
of your business. MORE


Discover how organizational culture evolves, how it can be shaped and sustained, how it fosters innovation, promotes survival in tough times and influences the success of global strategies. MORE