ValueNet Works
                                                                                                 Verna Allee's BLOG

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   For breakthrough results
 

Value network modeling provides a fresh approach.

 

Improve human performance at all levels as related to roles (execution), deliverables (quality and timing), and impact (results).


Expand collaboration and value creation capacity in both financial and non-financial transactions.


Manage contributions within supply chain, innovation, and social good networks.

Example: Optimizing growth in a sales organization

 

A highly successful company in the healthcare industry was planning for dramatic and rapid growth. They already had a leading market share in their existing market. However, they estimated that the overall market penetration of their industry as a whole (including both the company and its competitors) could be as low as 25%. Their feeling was that there was the potential for the industry to triple or quadruple in size.

 

Using Value Network Analysis (VNA) the company structure da bottom-up exercise to actively engage people in the change process. VNA showed them exactly what kinds of investments they needed to make in their structural capital and processes, headcount, and role changes, as well as competencies to support their growth.
Example: Improving technology repair service delivery
 
A large utility company wanted to improve their ability to handle complex technology repairs and improve their service delivery. The implications for coordinating flows across multiple organizations within the company were significant. VNA provided a different foundation for thinking about technology support - that goes far beyond simply processing trouble tickets or problem reports.

 

A project team conducted a detailed analysis using VNA. In this case the project team divided into smaller groups, each dedicated to optimizing a critical phase or part of the value flows. They achieved outstanding performance improvements in just a few weeks of work with the issues. Perhaps more importantly, by engaging with other roles involved they improved communication and collaboration significantly across organizational boundaries.
Finding the heartbeat of the network
 
From a living systems perspective it doesn’t makes sense to to monitor every single interaction in a network. After all, when you visit your doctor they only check a few key indicators such as pulse and temperature and only do a deep dive into finer indicators where there are problems.
 
This is also a common sense approach to monitoring value network performance. Think of the value network as a living system. What would be the indicators that tell us things are working well and the network is healthy?
 
People can readily identify the “pulse points” and “heartbeats” in the network. Pulse points are critical interactions that indicate the overall health of the network, but the heartbeat(s) in a network are critical and often overlooked roles. These are not always the most connected roles, but without a “heartbeat” the network simply would not function.
 
Using the same example of technology repair and the same map we show how the project team helped optimize their network by identifying pulse points and heartbeats.
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