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.
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