What is-value-network-analysis

What is-value-network-analysis

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  Value Network Insights™ Whatis Value Network Analysis? verna.allee@valuenetworks.com Verna Allee, CEO Twitter @vernaallee
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  So why not modelthe work itself as a network? People naturally network as they work. February 14, 2011 2 Value Network Analysis models value creation with a powerful human network approach to managing any business activity. © 1997-2011 Value Networks, LLC All rights reserved.
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  How do peoplecreate value? February 14, 2011 3 By assuming or creating roles … to convert their tangible and intangible assets into deliverables … that can be conveyed to other roles through the execution of a transaction. In turn, value is realized by companies when they convert inputs into gains. Allee, Journal of Intellectual Capital, January 2008 Value Conversion Strategy Utilize Assets Tangible and Intangible Assets Roles Realize Value Financial Assets Human Competence Brand and Relationships Internal Structure Deliverables Transactions © 1997-2011 Value Networks, LLC All rights reserved.
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  How Networks CreateValue February 14, 2011 4 Value networks are sets of roles and value exchanges that generate a specific kind of value. Any purposeful activity can be understood as a value network. Allee, Journal of Intellectual Capital, January 2008 Value Creating Network © 1997-2011 Value Networks, LLC All rights reserved.
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  Value Network AnalysisDiscovers  How the work actually gets done  The kind of value you are really creating  How efficiently your organization (and the network it supports) converts resources (inputs) to value outputs (value conversion)  Where the value creation failure points are in the networks (problem flows, roles, mechanisms) Value conversion is the act of altering or transforming one type of value into another, such as transforming an Intangible asset into a Tangible Deliverable. February 14, 2011 5© 1997-2011 Value Networks, LLC All rights reserved.
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  Value Network Modeling February14, 2011 6 Roles Intangible (Informal) Interactions Tangible (Formal) Deliverables © 1997-2011 Value Networks, LLC All rights reserved.
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  Shift is tofocus on Roles that are played by individual participants… February 14, 2011 7© 1997-2011 Value Networks, LLC All rights reserved.
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  Tangible Deliverables Goods, services,revenue (traditional value chain) – all contractual or mandated activities that directly generate or deal with revenue or funding. …and Value Exchanges February 14, 2011 8© 1997-2011 Value Networks, LLC All rights reserved. Knowledge and support offerings – strategic information, collaborative design, plans, processes, policy development, etc. Benefits that go beyond actual service such as exchanging business contacts, image enhancement, recognition, co-branding opportunities, etc. Intangible Deliverables
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  Formal (Tangible) Deliverables February14, 2011 9 AgResearch Commercialization AgR Developers License Commercializers AgR Investors Proof of Concept Fees IP Market Participants Orders Products AgR Researchers Contract Proposals IP Rights Ideas Science Funders Proof of Principal Research Outcomes Investors Strategic Direction Terms of Referernce Payments Strategic Direction Payout Proof of Concept Revenue Market Research Market Research Concept Can take up to twelve years from idea to market. © 1997-2011 Value Networks, LLC All rights reserved.
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  Informal Deliverables DefineCollaboration February 14, 2011 10 AgR Developers License Commercializers AgR Investors Proof of Concept Fees IP Market Participants Orders Products Market Pull AgR Researchers Contract Proposals IP Rights Credibility Validation Ideas Market Feedback Science Funders Prestige Credibility Proof of Principal Research Outcomes Opportunities Credibility Credibility Experts Competitive Advantage Investors Strategic Capability Strategic Direction Purpose Referrals Public Informaiton Strategic Capability Terms of Referernce Opportunities Payments Strategic Direction Market Pull Payout Expertise Proof of Concept Revenue Market Research Market Feedback Market Research Concept Market Feedback Purpose Intangibles keep the relationships alive. AgResearch Commercialization © 1997-2011 Value Networks, LLC All rights reserved.
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  Realizing Value forNetwork Participants February 14, 2011 11© 1997-2011 Value Networks, LLC All rights reserved. Impact Analysis How do we grow our financial and intangible assets from inputs?
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  Creating Value inand through the Network February 14, 2011 12© 1997-2011 Value Networks, LLC All rights reserved. Value Creation Analysis What value offerings do we create to best utilize our financial and non financial assets?
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  Value Network Indicators February14, 2011 13© 1997-2011 Value Networks, LLC All rights reserved. Business Performance Network Vitality Value Optimization Brand & Relationships •Value Creation •Value Realization •Intangible Asset Mgmt •Financial Impact •Perceived Value •Reciprocity •Value Contributors •Innovation Pathways •Resilience •Structural Dependency •Benchmarks •Agility and Stability •Risk •Flow Path Optimization •Channel Management •Speed Value Network Intelligence 13
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  ValueNetworks.comValueNetworks.com A network viewof the work itself February 14, 2011 14© 1997-2011 Value Networks, LLC All rights reserved. CITAP Inputer - RO_IDS SOW Inputer - RO BCA SOW final validator Integrator of test requirements Authorized management SOW approver(s) Technical Designer-finalizer PO coordinator IDS requirements researcher-author - SOW Initiator Communication convener Functional resource estimator RO SOW Final Approver Resource Owner FOTV-BCA PO info advisor ITAR_EAR Analyst-Determiner RO RFP Creator BCA RFP Reviewer PIW Creator Non-FTO_V estimate collector-checker-coordinator SOW technical evaluator-reviewer Non-FTOV estimate collector-checker-coordinator Functional SME Authorized management PIW approver PoP Adjuster Coordinator BCA SOW estimate and PoP validatorTest estimate reasonableness assessor Test estimate collector-checker-documenter Functional estimate approver Test estimate requester BCA estimate integrator BCA PricerBCA Price approver Expiration date assigner BCA Proposal Creator BCA cost policy reviewer CITAP Project Manager BCA work performer BCA proposal implementer Chargeline assigner Job Number Assigner IDS Proposal evaluator-acceptor authorized management approver IDS financial analyst IDS Technical Analyst IDS Cost Analyst 0 00 0 0 0 0 00 0 0 0 0 0 0 00 0 0 0 0 0 0 0 0 0 0 0 0 00 000 00 0 00 0 0 0 0 0 00000 0 00 0 00 0 0 0 000 0 0 0 0 0 0 0 000 0 00 00 0 0 0 00 0 0 00 0 0 000 0 0 00 000 0 0 0 0 0 00 00 0 0 0 00 0 0 00 0 0 00 0 0 00 0 0 0 0 0 0 0
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  Performance and Agility ©1997-2011 Value Networks, LLC All rights reserved. February 14, 2011 15 More accurately depict business performance: • Identify quickly how the work really happens. • Activate your networks with a business focus. • Design work flows that work better (improve performance). • Align business processes and human interactions. • Monitor and Predict when work processes are at risk. • Improve performance of any business activity. • Realize greater value from collaboration.
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  Our Company February 14,2011 16© 1997-2011 Value Networks, LLC All rights reserved. Applications for (value) network visualization, analysis, optimization Unique value network analytics and predictive intelligence Expert guidance, training, services Value Network Applications (SaaS) Value Network BI and Analytics Predictive Intelligence Expert Services Blog at www.valuenetworks.com LinkedIn ValueNetworks.com Value Networks Twitter @valuenetworks and @vernaallee