Value Leaking in Plain Sight: This introductory book serves as the executive lens, vividly illustrating the “Silent Spiral” of value erosion—where engagement, trust, and momentum fade despite strong performance metrics. Through relatable anecdotes (e.g., the banana cake, a polished but disengaging town hall) and the Telco-X case study, it names the problem: a measurable gap between delivery and impact. It introduces ARP as a non-technical framework to make value leaks visible and actionable, urging leaders to rethink performance through stakeholder experience.
Brief Overview
Value Leaking in Plain Sight (Preface, Chapters 1–6, Resources):
This book is a concise, executive-friendly entry point. The Preface sets the stage, naming the “Silent Spiral” and introducing ARP. Chapter 1 (Death by a Thousand Cuts) vividly describes value leaks through anecdotes and data (e.g., 70% of engagement tied to managers). Chapter 2 (The Equation You’ve Always Felt) introduces the ARP formula, using the Telco-X project to ground it. Chapter 3 (How It Becomes Real) explains how ARP shifts mindsets and systems, while Chapter 4 (But What About…) addresses doubts with practical examples (e.g., Samira’s healthcare team). Chapter 5 (You’ll Never See Business the Same Way Again) synthesises ARP as a transformative lens, and Chapter 6 (What Happens Next) offers the “Walkabout” exercise to diagnose value leaks. The Resources section points to the full Action-Response Principle volume. This book is accessible, with Reflection Prompts driving introspection, though its brevity leaves technical depth to the other volumes.
The Guide
Beyond Execution: This volume provides the theoretical and strategic backbone, formalising ARP as a system (V = A × R). It uses the Telco-X case study to show how misaligned metrics led to customer churn despite strong delivery, offering tools like the ARP Scorecard and Customer Value Mapping. The narrative shifts from problem recognition to strategic alignment, emphasising mindset, belief, behaviour, and culture as layers of adoption.
Brief Overview
Beyond Execution (Chapters 1–13, Appendices A–B): This section dives into ARP’s theoretical and strategic framework. Chapters 1–6 establish the problem (execution ≠ value) and the ARP formula, introducing the Value Cycle and measurement techniques (Action vs. Response data). Chapters 7–9 cover scoring, attunement, and advanced capabilities, while Chapters 10–12 provide tools (e.g., ARP Blueprint) and the Telco-X case study for context. Chapter 13 links ARP to systemic change, and Appendices integrate with frameworks like OKRs. This section is strategic, ideal for thought leaders, but requires Making It Land for practical application.
Making It Land: The practical companion, this book operationalises ARP through a Valley-Hill structure, focusing on transforming four systems: Staff Appraisals, Engagement Surveys, Customer Journey Mapping, and Short-Term Incentives (STIs). Real-world case studies (e.g., hospital appraisals, retail click-and-collect) demonstrate measurable outcomes, making ARP tangible for implementation teams.
Brief Overview
Making It Land (Sections 1–3, Epilogue, Glossary): Structured around the Valley-Hill cycle, this book operationalises ARP. Section 1 (Staff Appraisals & Engagement, Hill Systems 1–2) transforms appraisals via a five-phase process. Section 2 (Customer Journey Mapping, Hill System 3) aligns touchpoints with response data. Section 3 (STIs, Hill System 4) reorients bonuses toward outcomes, though its 20 chapters feel protracted. The Epilogue ties ARP to the Nine Word Strategy, and the Glossary clarifies terms. This section is highly actionable, with case studies (e.g., 33% complaint reduction in retail) grounding implementation.
About the Author
Deano Gomes-Luis is a strategic adviser and transformation specialist with over 30 years of international experience delivering measurable business outcomes for executive teams in high-impact sectors. As Director and Principal Management Consultant at Operational Excellence Ltd, he partners with corporate senior leadership to drive operational excellence and sustainable competitive advantage.
With an MBA in Corporate Strategy, Corporate Finance, and Leadership from Bond University and a Graduate Diploma in Psychology, Deano blends strategic rigour with deep organisational insight. Certified in Lean Six Sigma and advanced methodologies, his approach delivers quantifiable improvements in performance, efficiency, and stakeholder value.
Deano has led transformational programmes across healthcare, higher education, government, energy, telecommunications, and hospitality, designing scalable operating models, modernising technology ecosystems, and conducting strategic reviews that delivered significant performance uplifts for industry leaders. Prior to consulting, he held executive and senior leadership roles in Information Technology Services, Energy and Telecommunications.
Based in Auckland, New Zealand, Deano serves as a non-executive director and actively mentors SME businesses across New Zealand. He continues to advise executive teams navigating complex operational challenges and shares his insights through thought leadership and advisory work.
The Action-Response Principle 