When Mitsubishi Elevator Europe transformed from a traditional product manufacturer into a comprehensive mobility solutions provider, they didn’t just change their business model — they revolutionised an entire industry. For Dutch MKB leaders facing pressure to balance profitability with societal impact, their journey offers a compelling roadmap.
The Problem with Traditional Thinking
For decades, the elevator industry operated on a flawed premise: selling products rather than solving problems. This created clear stakeholder conflicts:
- Customers wanted reliable, long-lasting elevators — manufacturers benefited from frequent replacements.
- Building owners needed minimal downtime — yet service models were reactive, not preventive.
- Employees lacked engagement because their work focused on pushing products rather than creating meaningful solutions.
Research shows traditional business models typically achieve only 13% employee engagement in Europe, compared to up to 90% in conscious businesses. The elevator industry exemplified this disconnect.
Mitsubishi’s Shift: From Products to Stakeholder-Centred Solutions
Mitsubishi’s breakthrough came from a simple question: instead of “How do we sell more elevators?”, they asked, “How do we create the most value for everyone involved?”
Their answer was to offer “elevator movements” — a service-based model in which customers pay for reliable vertical transportation rather than owning equipment. This business model innovation aligned everyone’s interests:
- Customers benefit from predictable costs and guaranteed uptime.
- Employees engage in meaningful problem-solving rather than transactional sales.
- Suppliers collaborate on long-term innovation rather than competing solely on price.
- The environment benefits as Mitsubishi now profits from longevity, not replacement — leading to more durable, energy-efficient elevators.
The results were clear: higher customer retention, an accelerated innovation pipeline, and a stronger brand reputation across all markets.
Conscious Leadership as the Foundation
Behind this transformation was a fundamental shift in leadership. Mitsubishi’s leaders embraced three core conscious leadership principles:
- Transparency — open communication with all stakeholders about challenges and mutual dependencies.
- Long-term thinking — replacing short-term quarterly pressure with investments in relationships and capabilities.
- Higher purpose — creating seamless vertical mobility that enhances human potential in urban environments.
Research from Firms of Endearment shows that companies meeting these conscious criteria outperformed the S&P 500 by 14 times over 15 years. Conscious leadership builds resilience — especially during crisis periods.
What Dutch MKB Leaders Can Apply Today
The key insight is that industry transformation often starts with business model innovation, not product innovation. Mitsubishi kept making elevators but completely reimagined how value is created and captured.
Practical starting points for your own transformation:
- Map all stakeholders affected by your decisions — employees, customers, suppliers, communities, and the environment.
- Identify win-win-win solutions that serve multiple stakeholders simultaneously.
- Start with one stakeholder group, understand their needs deeply, and experiment from there.
Conscious business transformation is a journey, not a destination. Each positive stakeholder experience builds momentum for broader change.
Ready to assess your organisation’s conscious business readiness? Take our CB Scan — a 15-minute evaluation that reveals how consciously your organisation operates and where to start your transformation.