# S3E14: The Value Equation with Per Lindstedt

Page: https://stenobird.com/podcast/dangermouth-the-innovation-station-6921908/s3e14-the-value-equation-with-per-lindstedt
Text version: https://stenobird.com/podcast/dangermouth-the-innovation-station-6921908/s3e14-the-value-equation-with-per-lindstedt.md
Podcast: [DangerMouth: The Innovation Station](https://stenobird.com/podcast/dangermouth-the-innovation-station-6921908)
Published: 2026-04-07T08:55:02+00:00
Episode link: https://bathmikec.podbean.com/e/s3e14-the-value-equation-with-per-lindstedt/
Audio file: https://mcdn.podbean.com/mf/web/3x4gd7yiq8t8kkpq/PerAudioValueModel.mp3
Processing state: not_requested
JSON: https://stenobird.com/v1/public/podcasts/dangermouth-the-innovation-station-6921908/episodes/s3e14-the-value-equation-with-per-lindstedt
Duration seconds: 4214

## Resource

This is an episode of the Danger Mouth podcast, hosted by Darrell Mann, Mike Conroy, and Shauna, featuring Swedish guest Per Lindstedt, co-author of The Value Model. The Value Model defines value as a ratio — satisfaction of customer needs divided by use of customer resources. Per breaks this into 6 strategic levers: three to increase satisfaction (solve an undiscovered problem, improve performance, enhance feelings/experience) and three to reduce resource consumption (time, money, effort). The iPhone is used throughout as the prime example of a product with a sky-high ratio — and the App Store as an accidental masterstroke that Jobs initially resisted. The conversation broadens into organisational innovation and S-curves: why companies near the peak of one S-curve become complacent, why very few (perhaps 10% in Europe) survive the jump to the next, and whether it's sometimes healthier to simply let companies die. Nokia's inability to abandon its Symbian OS is the cautionary tale; a Chinese manufacturer pivoting from bread-makers to LEDs in eight weeks is the counter-example. The final third focuses on Per's AI tool (built using Lovable), which takes messy requirement specifications and sorts them into five information domains — customers, needs, functions, solutions, and processes — flagging what's actually a customer need versus a disguised technical solution. This is positioned as a scalable version of the consultancy work Per spent decades doing manually.

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## Transcript

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