I could not resist showing this amazing map from Disney dated 1957. Solid proof that he was not only a great cartoonist but a cartographer as well. He has captured the entire Disney ecosystem using similar conventions as value network mapping. Memes are amazing. Found this at the mind-mapping.org website.

OMG submission in Value Delivery Modeling Language 

We have been working with the OMG (Object Management Group) submissions team for the new Value Delivery Modeling Language (VDML) standard. OMG is expanding their focus from technical standards to methods that can be used by business leaders and managers. Thus there is a growing interest in business ecology and cross boundary collaborations.  

After two years of work first undertaken by Fred Cummins and Henk de Man, we have made excellent progress in developing a modeling language that supports the following views: Value Networks, Value Chain, Business Model, REA (resources, events, agents). It also holds strong possibility of supporting other views as well such as system dynamics. All of the basic building blocks of business model frameworks such as Osterwalder's and Peter Lindstroms are represented in the different views so this will provide a way to go beyond frameworks into actual modeling. The team is also closely associated with the Neffics Project in Europe with Arne Berre taking a strong leadership role in both the VDML project and Neffics. A year ago the VDML team was expanded to include me, Peter Lindstrom and Pavel Hruby, experts in business model innovation and REA respectively. Other supporters from OMG include Pete Rivett.

One of several innovations in the modeling language addresses the sometimes puzzling and conflicting ways people describe capabilities. We are taking the position that capabilities and functions can simply be modeled as value networks. This then leaves resources and assets to be handled as they are in VNA (Value Network Analysis) by associating them to the roles that control them through either use (if consumable) or application (if they are assets that are not consumed such as intangible assets).

A second innovation is in the area of collaborations. EVERY purposeful network is referred to as a collaboration - this means the the org chart is simply one more collaboration focused on resourcing and accountability. To support this we have adopted the VNA convention of roles. Every individual or actor is assigned to one or more roles. When roles are combined that is what we call a collaboration. Thus we can "nest" roles within collaborations to depict very large collaborations such as business webs and global networks. Yet, through the roles we can identify contributors right down to the level of the individual without losing the thread of connection.

We are now in the process of finalizing the submission and will present it at the OMG meeting in June in Boston. It is very gratifying work and a real opportunity to advance business modeling from linear models to more human centric collaborative models.

Introduction to Value Network Analysis

with Verna Allee

Boston/Cambridge June 22, 2012

People naturally network as they work so why not model work itself as a network?

This is the simple premise underlying value network modeling. Any time people come together they take on different roles and define how they will interact. Value network modeling makes this natural pattern of work visible. It captures the real way that people get their work done. The value network mapping approach is intuitive and easy to learn. It scales from simple routine tasks to complex activities involving thousands of people and organizations. 

Value Network Analysis (VNA) provides a powerful network ecosystem perspective into how processes and people create value. It shows both structured relationships and the informal yet essential flow paths of knowledge sharing and support – that are required for a sustainable, resilient, and innovative enterprise. In this lively one day workshop you will learn the basics of value network modeling and analysis. In the workshop we will:

• Compare value network theory and method to other ways of modeling a business.
• Demonstrate Value Network Analysis (VNA) with examples and cases.
• Learn the basics of the ValueNet Works® method and engage in practice sessions.
• Lay the foundation for participants to pass the ValueNet Works® Qualification Test. 

Cost for the workshop is $275 USD

Workshop fee includes the ValueNet Works Qualification Test for each participant (a $250 value)

Register at:  http://bit.ly/IKs6pE 

For more information contact:

Verna Allee verna.allee@valuenetworks.com or

Maya Townsend maya@partneringresources.com

Verna Allee, M.A., President of ValueNet Works (www.valuenetworks.com), is a pioneer and expert with more than two decades of experience in value networks, intangibles, knowledge management, and new business models. She has been a trusted advisor to many different companies, is a Fellow of the World Business Academy, advisor to the European Commission, and sits on a number of Advisory and Editorial Boards. She is the author or editor of four books and more than 50 industry articles. Ms. Allee holds degrees from JFK University and UC, Berkeley and is a visiting lecturer at many universities around the world.