Doc ROI · AI·Link · RESPONSIBILITY / DEPARTMENT / MANAGER

Pill template

A learning and operational experience. Content pending.

This is the master shell. No business decisions or evidence have been provided.

Start Training · PExplore Tool · Lab

Learn and practise without registration. Cloud storage is not connected to this template.

01 · Academic Experience

Learning Centre

Business concepts explained from the beginning · clear definitions · practical questions.

Classroom-ready: Choose a colour or logo for your learning handout. Print every concept and optionally include the answer key. Attribution remains with PhD Jorge Lucio · Doc ROI.

This learning centre explains general business concepts independently of the optional laboratory demonstration. Every company must examine its own context, evidence and responsibilities. Doc ROI My Cabinet

Academic foundation · Primary references

Research and professional standards behind the learning journey

These external frameworks support the educational interpretation of ethics, quality, audits, customer recommendation, sustainability and finance. They are not definitions of the protected KAI·ROI v1 model, nor proof of certification or compliance by any experimental business.

OECD (2023) · Responsible Business ConductInternational guidance on due diligence, consumer interests, disclosure, workers and environmental responsibility.Open authoritative source ↗ISO 9001:2026 · Quality management systemsCurrent international QMS requirements: leadership, processes, performance evaluation and improvement.Open authoritative source ↗ISO 19011:2026 · Auditing management systemsInternational guidelines for audit principles, programmes, competence and evidence-based review.Open authoritative source ↗Bain & Company · Net Promoter SystemOriginator guidance on promoters (9–10), passives (7–8), detractors (0–6), feedback and NPS calculation.Open authoritative source ↗United Nations · Sustainable Development GoalsThe 17 SDGs and their targets, to be translated into context-specific, measurable and evidenced action.Open authoritative source ↗GRI 3 · Material Topics (2021)Stakeholder impacts, materiality, due diligence, managerial accountability and evidence of actions.Open authoritative source ↗CFA Institute · Cost of Capital (2026)Cost of debt, required equity return, capital structure and limits of a WACC estimate.Open authoritative source ↗COSO · Enterprise Risk ManagementHow risk governance connects values, strategy, performance, review and reporting.Open authoritative source ↗
02 · Business Process Definition

Responsible Manager · SIPOC

One accountable process. Five traceable elements. One explicitly identified handover.

Process boundary pending definition. Do not assume outputs or approvals.

03 · Applied Executive Laboratory

Reputational Commitment · Lab

One governed DIIIP/SIPOC journey. Two independent commitments: Values and Quality. Local draft only; no automatic approval, transmission or financing.

BUSINESS CONTEXTNo project loadedLocal draft · not connected
SIPOC ↔ DIIIP
One shared BusinessContext · two independent commitment workspaces. PMO coordinates versions, dependencies and review; the CEO approves. Neither Values nor Quality automatically authorises the other.
DIIIP LAB · SIPOC · LEAN · AI·LINK READY

Values Commitment CEO DRAFT

Select commitments as INPUTS; assess their business actions in PROCESS; review outputs and recipients before export.

VALUES · 5 STAGES
LEAN · Identify evidence → design the change → assess complexity → measure and improve Not automatically approved
D · DATA SOURCES

Identify information suppliers

Know who says what before you act.

SIPOC S · Suppliers
INPUTS → Select values here · PROCESS → Evaluate selected actions in Build

01 · Select your business commitments

Choose independent values. Click the i button for meaning, business relevance and evidence; selection does not imply approval.

Eight independent business adaptations of the Buddhist Noble Eightfold Path. Selecting a value is not a claim of compliance or religious equivalence.

Values → Actions → Complexity

Edit your action, the four transformation dimensions, its Data KPI and independent business impact. No catalogue sidebar.

DRAFT · NO CEO APPROVAL

Complexity = (Processes + Organisation + Systems + Data) / 4. Scores range from 0 (no additional transformation) to 5 (very complex). Unknown stays unknown. Business impact is rated independently from 1 to 5.

Impact × Complexity · Positioning preview

Horizontal axis is intentionally reversed: 5 on the left, 0 on the right. Impact goes from 1 (strategic) to 5 (high). No automatic quadrant assignment until thresholds are approved.

5150IMPACT ↑COMPLEXITY →
Quadrant thresholds pending CEO decision · manual CEO grouping for audit shortlist

Governance routes · preview only

Primary SIPOC customer: Affairs & Risk → Strategy Research / Innovation. Additional named information recipients: I+D+i, Legal Risk and UX. These are different kinds of relationship; no automatic transfer occurs.

Potential hand-offs from Values Commitment. This offline prototype does not send data, request legal sign-off, or persist to KAIoop.

CorporateStrategicSWOTStrategic assessment and market research input
→ I+D+i
IndustrialPropertyRequirementsBrand, trademark and IP investigation requests
→ Legal Risk
BrandIdentityRequirementsVisual, verbal and identity requirements
→ UX
Ethical tension: for Don Espadín, the traditional Right Livelihood teaching raises a genuine question about trade in intoxicants. It must be examined, not silently resolved by a business label.
01 / 05 · Sources
DIIIP LAB · SIPOC · LEAN · AI·LINK READY

Quality Commitment CEO DRAFT

Set measurable commitments using the same independent SIPOC: suppliers, inputs, process, outputs and customers.

QUALITY · 5 STAGES
LEAN · Identify evidence → design the change → assess complexity → measure and improve Not automatically approved
D · DATA SOURCES

Identify information suppliers

Know who says what before you act.

SIPOC S · Suppliers
Q

Three executive commitments · data first, simulation second

Quality Commitment defines proposed objectives and KPIs, not actual NPS scores, completed audits, or validated IQ results. Unknown targets remain blank until the CEO decides.

Quality Commitment · Separate hand-offs

Each of the three commitments remains its own contract and accountable responsibility.

NPSObjectivesCustomer recommendation targets and measurement plans
→ CQO
AuditObjectivesAudit scope, expected quality and control KPIs
→ CPIO
IQObjectivesQuality × productivity learning and workforce goals
→ CHRO

Values and Q: related, not dependent

Values Commitment expresses the standards the company chooses to pursue and the business actions needed to pursue them.

Quality Commitment defines how to measure customer experience, audits and quality/productivity goals.

Quality findings may inform value reviews; ethical commitments may inform KPI selection. Neither manager automatically approves or scores the other.

Two editable workspaces · six independent contracts
01 / 05 · Sources
METHODOLOGY AT THE END OF THE JOURNEY

DIIIP: from information to executive action

This framework explains how an authorised source becomes structured information, reviewed intelligence, actionable insights and a justified next action. Each Pill must supply the process-specific meaning.

KAI·ROI · CUSTOMER EQUITY

Business evidence supports better decisions

Each operational process contributes governed information that may support subsequent analysis, organisational alignment and Customer Equity.

The formal KAI·ROI equation remains sovereign. This template neither estimates nor redefines its scientific variables.

KAI·ROI v1 · View the protected formal equations

Official formal structure — author: PhD Jorge Lucio. This section is a faithful display, not an executable calculation.

KAI_i* = φ_i · u_i · f_i · ψ_i · SPO_i · P_i · Γ_g(i),t
ψ_i = promedio(DataActivation_i, I_net_i)
SPO_i = CC_i · ABCD_i · NPS_i
MD_i = Σ_s (I_i,s · R_i,s + E_i,s · Q_i,s)
CE_i = ((((KAI_i* · MD_i) - C_i) / C_i) - WACC_t) / WACC_t
CE_empresa = Σ_i CE_i
V%CE = (100 / N) · Σ_i 1(CE_i > 0)

Separate operational layer (non-substitutive): portfolio health Γ is supported by validated LTV and retention; retention = 1 − churn. Productivity of people and organisational resources lives in P_i. A diagnostic φ_SWOT is not a direct formal multiplier. Unknown data are never replaced by zero.

The formal equation is sovereign. Implementation is subordinate. Operational interpretation never replaces the formal core.