Managing Value – The Tower of Babel Revisited

Language shapes how we think and what we “see”. Using partial definitions of value restricts one’s ability to “see” value in its multiplicity. It also inhibits one’s efforts to communicate value with others. The resulting misunderstanding / mistranslation lead to misalignment of efforts / activities across your firm. Misalignment is compounded across your value chain. Value gaps result.
Is your company a Tower of Babel? Remember the lessons from scriptures. Don’t let your value management efforts result in confusion, chaos and ruin! Use the Integrated Value Process (IVP) framework to optimize value flows across your enterprise and your value chain. Read More

Value Gaps: Black holes devour business value

Scientists recently released the first image of a black hole. The public viewed what it had formerly thought was un-seeable. We now had proof: black holes exist! This conclusion is partially true and partially false. When can we believe something — when do we “know” it is true? Conceptual theory generally predates empirical evidence. Thought experiments predict things we may not yet “see.” Oftentimes the evidence is present, but we need new “ways of thinking” to visualize it. That is the case with “value gaps” — the black holes of business value. Use the IVP framework to see them. Read More

Value Integration – A Rubik’s Cube

“Can’t you just give me the two-minute elevator conversation about value?” While I understand the intense time-pressures faced by today’s executives, I also recognize the dangers of trying to communicate via Tweet-like bursts. Relevance and appropriateness are key. Effective communication is a two-way interaction: it entails cognitive interplay between the receiver and deliverer of a message. Any effective discussion of value must cover three areas — the scope of the company’s “value puzzle”, the desired degree of “value knowledge”, and the intended “value objective(s).” Use the Integrated Value Process (IVP) framework to address all three. Read More

Monetizing Value: Essential Considerations & Caveats

Now more than ever, it is essential to have a deep understanding of the concept of value. More importantly, executives need simultaneously to manage multiple value perspectives across their organizations and value chains. But whose definition of value “wins”? How is value best measured? In today’s hyper-competitive business world, we are pressured to quantify the price of everything so that we can justify the value of anything. Market price has become the shorthand indicator of value. Monetizing value, however, shouldn’t bee the end goal of professionals. Creating value should be! Use the Integrated Value Process (IVP). Read More

Business Value: Lessons from Zen Masters

Zen teachings offer us important business lessons. One is not to confuse the “messenger” (indicator) with the “message” (target). Another is holding opposing views in our mind simultaneously. Both are highly relevant for understanding business value and managing value holistically in today’s competitive landscape . A company makes decisions (its value strategy) to deliver products / services (its value proposition) by performing relevant work (its value-added production). Since these three areas are inter-related, an integrative value management process is required. The Integrated Value Process (IVP) framework will help your company integrate and coordinate its value conceptualization, configuration and implementation activities. Become a Zen value master! Read More

Your Company? “Where value goes to die!”

Dynamic, matrix-based, adaptive, and market-driven businesses are complex. Executives are exhorted to coordinate intra- / inter-firm value activities for multiple stakeholders while simultaneously maintaining profitability. To do so, executives need a “new way of thinking” about integrated value management and a more relevant set of management principles based on systems theory / practice. 21st century business problems are difficult. They are made even more complex by incomplete, contradictory, and changing requirements. Systems researchers call these “wicked problems” with inherent “messiness”. Optimizing value within firms / across value chains is one such problem. Don’t let your company become a place “where value goes to die.” Avoid this “wicked problem!” Use the Integrated Value Process (IVP) framework to ensure value flows across your value chain.

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Understanding Value (Part 2) – “Map the mind”

Brain science provides a useful metaphor for business. Consider “collective intelligence” – what does a company “know”? To answer that question, one needs to study the system / network (e.g. the company), the interactions between groups in the company (e.g. its functions or departments), and the discrete activities of each of its members (e.g. the individual employees). A complex web of cognitive inter-relations / inter-dependencies exists in the brain, the firm, and the value chain. Systems-thinking and complexity theory provide useful tools to analyze both. The Integrated Value Process (IVP) framework is a complex, dynamic, interactive model for managing business value holistically across the value chain. Read More

Blockchain: Hunting its elusive (illusory) value

Confusion / hype characterize most discussions of Blockchain (BC) technology. BC’s use of ‘chain’ is misleading: BCs are NOT value chains. Marketing spin prevents finding BC’s true value. Use Integrated Value Process (IVP) framework to distinguish reality from fiction.
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Understanding Value (Part I) – “Mind the map”

Like a map for a large complex journey, working in the 21st century economy requires both a comprehensive understanding of multiple areas / subjects and a deep understanding of a few specialty topics. Now more than ever, executives need a cross-functional / multidisciplinary ‘meta’ definition of value and a holistic process to translate / coordinate / align alternative definitions of value across organizational boundaries. They need the Integrated Value Process (IVP) to optimize value flows to achieve / maintain competitive advantage. Read More

Integrated Value Management: “Mind the flow!”

In order to understand value, one needs a robust theory of value (conceptual intelligence), a way of properly specifying value (encoded intelligence), an effective way to communicate value (emotional intelligence), and a way to decide which actions / activities to undertake (experiential intelligence).  One needs to integrate or synthesize all four areas to be effective – for value to flow.   Moreover, individuals across the organization need to do so simultaneously in order for value to flow across the organization and / or value stream. Read More