APPENDIX B

Where Experience Becomes Visible

Evidence Asset List and Claim Mapping, Chapter 3, JD Group Public Work

This appendix lists the evidence assets actually drawn on in Chapter 3, the JD Group public work. It should be read alongside Appendix A, which sets out the 24 claims advanced in Chapter 3.

Appendix B identifies the assets that support those claims and explains the evidential function each asset performs in the argument. It does not reproduce the full JD Group archive. It is limited to the assets cited or relied on in Chapter 3 through the thesis citation convention, ESA/JDG: Asset Identifier, Date.

The table uses five columns. The first two columns identify the asset. The third column explains the evidential function the asset performs in Chapter 3. The fourth column links the asset back to the relevant claim number or numbers in Appendix A. The fifth column identifies where the asset is used in the chapter.

The table is organised by evidential role. These role headings do not create a scoring system or hierarchy. They simply locate each asset within the Chapter 3 evidential spine, from baseline condition and design intent through measurement, movement, governance, codification, embedding and translation.

Where the distinction between a primary anchor and supporting source is material to a claim, that distinction is set out in the relevant chapter footnote. Appendix B identifies the assets drawn on in Chapter 3, the claims they support, and the evidential function they perform.

Baseline condition and starting-state evidence – establishes the system state before intervention

Asset ID	Asset title / description	Evidential function in Chapter 3	Appendix A claim(s) supported	Chapter 3 location
JD001	Integrated baseline report, three surveys, 2009. Presents leadership, internal service and external customer baseline survey results as a unified system view.	Establishes the baseline condition and shows cross-divisional variability across leadership, internal service and customer outcomes at programme inception.	Claims 1, 4, 10	The Performance Challenge and the Case for Change
JD002	Leadership baseline survey, 2009. Measures leadership capability across JD Group divisions at baseline.	Evidences leadership variability before intervention and establishes leadership as a measurable upstream condition.	Claims 1, 7	The Performance Challenge and the Case for Change
JD003	Internal service baseline survey, 2009. Measures internal service experience across enabling functions.	Shows variability in internal service reliability across functions, supporting the claim that system conditions were fragmented at baseline.	Claims 1	The Performance Challenge and the Case for Change
JD004	External customer baseline survey, 2009. Measures customer experience across divisions.	Establishes customer outcome variability at baseline and completes the leadership, internal service and customer experience diagnostic triad.	Claims 1	The Performance Challenge and the Case for Change

Design intent and transformation architecture – shows how leadership was positioned within the intervention design

Asset ID	Asset title / description	Evidential function in Chapter 3	Appendix A claim(s) supported	Chapter 3 location
JD005	HR Case Study Chapter 2, LeaderShift, 2009. Internal articulation of the transformation approach and leadership architecture.	Shows that leadership was positioned inside the transformation architecture as a central lever at design stage.	Claims 2, 3	The Performance Challenge and the Case for Change
JD006	Original Art of Service proposal document, 2009. Initial design document for the intervention.	Evidences that the transformation was designed to restore organisational conditions from which performance could emerge.	Claim 2	The Performance Challenge and the Case for Change
JD007	Executive Indaba launch presentation, 2009. Executive-level launch presentation of the integrated transformation architecture.	Shows that the architecture was formally introduced to executive leadership as an integrated performance system.	Claims 2, 3	The Transformation Architecture

Measurement architecture and SPC operationalisation – shows the Service-Profit Chain operating as a live system

Asset ID	Asset title / description	Evidential function in Chapter 3	Appendix A claim(s) supported	Chapter 3 location
JD022	Revised SPC Model, expanded view, 2013. Internal document refining the organisational performance model.	Evidences that the organisation refined its causal model in response to observed system behaviour over time.	Claims 4, 22, 23	The Diagnostic Suite
JD008	Strategic Dashboard Q3, 2009. Internal executive dashboard presenting the Service-Profit Chain as a live measurement system.	Demonstrates that the Service-Profit Chain operated as a live governance and measurement architecture, linking leading and lagging indicators across the system.	Claims 3, 4, 10, 22	The Service-Profit Chain as Performance Logic; The Diagnostic Suite

Initial movement and longitudinal evidence spine – tracks movement across variables and cycles

Asset ID	Asset title / description	Evidential function in Chapter 3	Appendix A claim(s) supported	Chapter 3 location
JD025	First 100 Days Close-Out Report, May 2010. Integrated early post-implementation report.	Establishes the first enterprise-wide evidence spine after implementation, showing early movement across leadership, engagement, internal service and customer outcomes.	Claims 5, 8, 10	The Evidence Spine
JD027	JD Group 2011 Survey Results / Organisational Diagnostics Trend Data, 2011. Organisation-wide survey results across system variables.	Shows movement across leadership, engagement, internal service and customer metrics within a measurement cycle, including divisional variance.	Claims 6, 8, 10, 11, 13	Variance Across Divisions; Patterns Across the Evidence Spine
JD030	Strategic performance deck, four-year SPC performance, 2013. Multi-year performance deck across leadership, engagement, internal service and customer outcomes.	Shows longitudinal system movement, divisional divergence and the directional sequence across interdependent variables.	Claims 5, 6, 7, 8, 9, 12, 13, 15, 23, 24	Patterns Across the Evidence Spine

System response, divergence and stabilisation – shows uneven movement and the need for active correction

Asset ID	Asset title / description	Evidential function in Chapter 3	Appendix A claim(s) supported	Chapter 3 location
JD023	Pulse Check Results, March 2012. Interim diagnostic results between annual survey cycles.	Shows that system variation required interim monitoring and active intervention, supporting the deterioration and stability claims.	Claims 11, 12, 14	The Diagnostic Suite
JD028	Incredible Connection Service Code, 2010. Division-specific service and leadership framework.	Supports the negative case by showing a distinct framework with lower levels of conditions-creation embedding, helping evidence uneven enactment across chains.	Claims 7, 13, 15, 20	Variance Across Divisions
JD029	Hi-Fi Corp Service Code, 2010. Fully articulated service and leadership framework within the cash retail segment.	Provides contrast to JD065 by evidencing deeper conditions-creation architecture in a comparable operating environment.	Claims 6, 13, 15, 20	Variance Across Divisions

Governance, validation and assurance – shows how delivery, measurement and interpretation were held to discipline

Asset ID	Asset title / description	Evidential function in Chapter 3	Appendix A claim(s) supported	Chapter 3 location
JD026	JD Group Organisational Diagnostics Report / Survey Results V5.0, 2013. Audited diagnostic dataset with BDO validation.	Provides independently validated late-cycle evidence across leadership, engagement, internal service and customer outcomes.	Claims 4, 5, 8, 9, 22, 24	2013 Audited System Position; Governance and Assurance Architecture
JD024	Cascade QA Approach V1.1, 2010. Quality assurance protocol for programme cascade delivery and data integrity.	Evidences formal governance of delivery quality, participation, interpretation and measurement integrity across divisions.	Claims 14, 22	The Diagnostic Suite; Governance and Assurance Architecture
JD031	Art of Service Journey, 2009 to 2012 retrospective. Retrospective document holding the four-year transformation arc and integrated architecture.	Evidences the integrated architecture through which leadership, culture and performance were held together across the transformation period.	Claims 9, 22, 24	Governance as Structural Stabilisation

Codification and designed mechanisms – shows the Spirit and Accountability tension formalised into repeatable architecture

Asset ID	Asset title / description	Evidential function in Chapter 3	Appendix A claim(s) supported	Chapter 3 location
JD009	JDG Master Service Code, 2009.Governing document setting out organisational purpose, core beliefs and expected behaviours.	Codifies the relationship between service ethos and performance discipline as a shared organisational framework.	Claims 16, 17, 24	The Culture Code
JD010	PS2 Heart to Heart Guide V2.1, 2009 to 2010. Internal facilitation guide documenting structured engagement sequences.	Shows how the Code was translated into repeatable interaction processes and facilitated engagement mechanisms.	Claims 17, 18, 19	The Culture Code
JD011	Executive Consultation Framework Script V2.0, 2009 to 2010. Structured executive engagement framework.	Evidences that leadership interaction was guided through defined consultation processes rather than individual facilitation style.	Claims 18, 19	The Culture Code
JD012	Heart Talk 2 Rituals Framework V1.0, 2009 to 2010. Framework documenting structured organisational rituals.	Shows how participation, reflection and accountability were embedded into repeatable system-level rituals.	Claims 18, 19, 24	The Culture Code; Rituals as Mechanisms of Behavioural Embedding

Operational embedding and behavioural reinforcement – shows transfer into learning, management practice and accountability over time

Asset ID	Asset title / description	Evidential function in Chapter 3	Appendix A claim(s) supported	Chapter 3 location
JD013	PS2 Complete Learner Workbook, Q1, 2009 to 2010. Internal learning document integrating organisational principles into structured content.	Evidences transfer of behavioural expectations into formal learning architecture across modules.	Claims 19, 21	The Culture Code
JD014	Heart Talk 1 Leadership, Cluster 2, 2009 to 2010. Manager-led engagement toolkit.	Shows the translation of structured interaction practices into team-level managerial application.	Claims 19, 21	The Culture Code
JD015	Heart Talk 2, Rituals, Cluster 2, 2009 to 2010. Internal facilitation toolkit for reflection and participation practices.	Evidences embedding of behavioural expectations within ongoing operational routines.	Claims 19, 21	The Culture Code
JD016	Heart Talk 5, Creed / Core Ideology, Cluster 1, 2009 to 2010. Internal toolkit for later-stage engagement.	Shows the introduction of behavioural accountability into the engagement sequence.	Claims 18, 21	Kotter’s Change Model
JD017	Heart Talk 6 Toolkit, 2009 to 2010. Internal toolkit extending expectations into managerial and strategic responsibility.	Evidences movement from facilitated engagement into leadership decision-making and areas of control.	Claims 21, 22	Kotter’s Change Model
JD018	Heart Talk 7, Cluster 1, 2009 to 2010. Internal toolkit documenting continuity across the engagement sequence.	Shows sustained reinforcement of behavioural expectations across the extended programme architecture.	Claims 19, 21	Kotter’s Change Model

Contextual translation across business units – shows portability across different operating environments

Asset ID	Asset title / description	Evidential function in Chapter 3	Appendix A claim(s) supported	Chapter 3 location
JD019	Price ’n Pride Service Code, 2010. Chain-specific service code.	Shows translation of organisational principles into a specific retail operating context.	Claim 20	Rituals as Mechanisms of Behavioural Embedding
JD020	Russells Service Code, 2010. Chain-level service code.	Evidences translation of organisational expectations into leadership and operational practices across distributed teams.	Claim 20	Rituals as Mechanisms of Behavioural Embedding
JD021	Insurance Company Service Code, 2010. Service code for a regulated, non-retail operating environment.	Shows that the architecture could be translated beyond the original retail context into a regulated environment.	Claim 20	Rituals as Mechanisms of Behavioural Embedding

Back to Appendix A Move to Appendix C