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European Value Networks Summit
Priorities of the Knowledge Economy
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Time |
Interaction |
Speaker |
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08:30 - 09:00 |
Registration |
Staff |
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09:00 - 09:15 |
Introduction
Value Networks and the Digital Workspace
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Roland
Hameeteman
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9:15 - 10:30 |
Complexity and Complex Systems
Network Strategies for Managing Complexity:
Organizational and Value Network Analysis |
Verna Allee
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10:30 - 11:00 |
Participant Introductions
Morning Break |
All |
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11:00 - 12:00 |
Enterprise Case Study
Stadspoort:
A Network Organization Knowledge Portal
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Joop van der Schaaf
Sergej van Middendorp
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12:00 - 1:00 |
Tools and Applications
Benchmarking Value Networks Performance:
Tools, Concepts, Results |
Oliver Schwabe
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1:00 - 2:00 |
Luncheon |
All |
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2:00-3:00 |
Value
Webs and Networks
Value Network Analysis:
Value Network Mapping Exercise |
Verna Allee
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3:30 - 4:00 |
Afternoon Refreshments |
All |
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4:00 - 5:00 |
Vision of
the Future
Cisco's Call Center Strategy
and Vision:
Creating a Company-wide, Cross Functional
"Customer Interaction Network"
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LaVeta Gibbs
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5:00
- 6:00 |
Reception |
Benefits
The Action/Research themes for
Spring 2006 are value networks, social networks and network analysis.
Over the last several years network archetypes and analysis have
exploded onto the KM, collaboration, community, organizational and
institutional scene. A relatively mature and established discipline,
social networks and value network analysis are now being applied broadly
with stunning results. A lot of new applications have emerged and new,
innovative practices have been discovered. The non-commercial, open,
low-cost and authentic Spring 2006 action/research conversations will
cover this territory and equip you with the following benefits and
advantages.
-Develop leadership
skills in value and social networks
-Be able to define and elaborate value and social networks
-Learn the synergy of value networks and social networks
-Understand how to plan and apply value network analysis
-Develop relationships with value network leaders and users
-Become active in the global value networks and SNA community
-Describe value network users organizations and their advantages
-Transform yourself and organizations to the value networks
perspective
-Greatly expand your value network and analysis capability with
Open GenIsis™ Technology
-Elaborate how value networks and SNA expands and improves
current methods such as Lean, TQM, 6-Sigma, Hoshin, ISO-9000,
OD/OL, System Dynamics, Baldridge, etc.
Your clusters are 100%
governed, sponsored and led by participants.
"Now that I know the value networks methodology, I would not consider
doing a six sigma, lean, or any other kind of project without first
doing a VNA to provide the "systems" context for the initiative." –
Glenda Turner, Boeing, Supply Chain Integrator, Integrated
Defense Systems
Value propels organizations. Networks are how organizations are defined.
Yet, well-meaning people continue to focus on information access,
transactions, process, frameworks and productivity only. The same people
freely admit 80%, 90% or even 100% (service/support networks) of their
business and value is based on intangibles, yet they continue to only
focus on transactions and tangibles!
Value and knowledge span artificial and administrative organizational
boundaries. It is time to reorient all knowledge-based activities to the
concept of value and value networks. Your federated action/research
network will examine value networks in depth. You will gain the models,
analysis tools, methods and language needed to elaborate and optimize
value networks.
Social computing, social networks and network analysis are also a
foundation of these emerging value webs and networks. They help define
the pathways and topologies for effective value networks. These key
techniques are also covered in-depth.
Innovation is important only as far as it creates value. Many innovation
and productivity initiatives create little/no true value. Only through
deliberate network mapping and visualization can value be uncovered,
expanded and led. It is value that drives innovation. It's not product
features, productivity, transactions or efficiencies. All innovation
depends on value and value networks.
No one ever bought a product or recommended a company because the
company was ‘productive.’ Customers expect and deserve broad value from
their relationships. To win, keep and strengthen customers and business,
value and value networks must be visualized and led.
Value networks are omnipresent. They are instrumental in achieving
breakthrough outcomes for all human activities, not just business. Many
non-profits, government agencies, NGO and institutions are adopting
value and social network archetypes to advance there missions and create
spectacular outcomes.
Sponsor Testimonials:
http://www.vnclusters.com/Testimonials.htm
Your next, low-cost Action/Research Network conversations and open
collaborations will focus the knowledge leadership priorities of of
social networks, media & analysis and value networks.
Mastery of these key methods is essential to excellence and leadership
in the 21st Century knowledge economy.
For information on future community collaborations and gatherings in
your region, simply syndicate KM Blogs http://www.kmblogs.com.
The goal of your local, low-cost, non-commercial Clusters is periodic,
dialogic inquiry and close-in, open conversations with global thought
leaders and top practitioners. Unlike expensive, crowded
mega-conferences, the modality is not PowerPoint presentations, it's
authentic, open conversation.
Abstract
Identifying lucrative and powerful network opportunities
requires the ability to quickly assess a complex environment and accurately
map the current and emerging value potential. Many traditional enterprise analysis
methods are inadequate in the current network economy and have not kept pace.
Eye opening conversations will
demonstrate how the innovative and proven ValueNet Works™ methodology can
help rapidly analyze and evaluate business value both horizontally and
vertically. In this one-day, hands-on experience you will learn how to
identify key roles, relationships and value interactions – for any
enterprise, industry or institution -- large and small.
This approach can also be used for designing more effective networked
business models by:
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Identifying previously unseen influencers
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Making critical intangible relationships visible
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Highlighting potential effects of disruptive
innovation
Workshop facilitator Verna Allee is an internationally
recognized leader in bringing forward new business methods for the
networked, knowledge-intensive enterprise. Their combined experience across
multiple industries always generates multi-faceted insights and dialogue.
Who should attend ValueNet Works™?
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Executives, directors and managers
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Knowledge leaders, brokers and journalists
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Entrepreneurs and
intrapreneurs
The ValueNet Works methodology is the best way to identify, analyze,
evaluate, prioritize and manage and lead knowledge networks. Why is this possible?
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Focus on business value networks in addition to
value chains, transactions and social networks
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Consideration of roles, networks and transactions in
addition to organizations and processes
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Leverage of community values and
transorganizational value models
European Value Networks Summit
Priorities of the Knowledge Economy
Event Themes
Value Networks
Value networks (value webs), are the
human and technical resources in a business that work
together to form relationships and add value to a
product or service. Included in a company’s value
network are research, development, design, production,
marketing, sales, and distribution. These components
work interchangeably to add to the overall worth of a
product or service.
Value is created from the relationship between the
company, its customers, intermediaries, complementors and suppliers (1).
Two types of values that are added to a value network are tangible and
intangible value exchanges:
Tangible value: All exchanges of goods, services
or revenue, including all transactions involving contracts, invoices,
return receipt of orders, request for proposals, confirmations and
payment are considered to be tangible value. Products or services that
generate revenue or are expected as part of a service are also included
in the tangible value flow of goods, services, and revenue (2).
Intangible value: Two primary subcategories are
included in intangible value: knowledge and benefits. Intangible
knowledge exchanges include strategic information, planning knowledge,
process knowledge, technical know-how, collaborative design and policy
development; which support the product and service tangible value chain.
Intangible benefits are also considered favors that can be offered from
one person to another. Examples include offering political or emotional
support to someone. Another example of intangible value is when a
research organization asks someone to volunteer their time and expertise
to a project in exchange for the intangible benefit of prestige by
affiliation (3).
Value networks have replaced the traditional value
chain. Historically we have been in an industrial age, focused on a
linear value model, and have recently begun to switch to a new business
style in which there are a web of different resources that work together
to create value.
Often value networks are considered to consist of groups
of companies working together to produce and transport a product to the
customer. Relationships among customers of a single company are examples
of how value networks can be found in any organization. Companies can
link their customers together by direct methods like the telephone or
indirect methods like combining customer’s resources together (4).
The purpose of value networks is to create the most
benefit for the people involved in the network (5). The intangible value
of knowledge within these networks is just as important as a monetary
value. In order to succeed knowledge must be shared to create the best
situations or opportunities. Value networks are how ideas flow into the
market and to the people that need to hear them.
Value Network Analysis
Value networks are an essential and critical knowledge leadership
priority. All contemporary process analysis disciplines are
heavily transactional in focus. They fail in complex, boundary-spanning
knowledge-based environments. Social network analysis (SNA) offers a good
description of relationships and flows, but does not show the business model.
Only value network analysis bridges these disciplines offering a complete,
systems-level view of your knowledge-based business ecologies.
Value Network Analysis
Value network analysis is a natural and common-sense way to
elaborate and improve business productivity, expand innovation and retire/reduce
costly, inefficient processes. It is a boundary-spanning, holistic method. Value
network analysis elaborates the intangibles that account for 90% or more of
revenue and earnings in your knowledge-based businesses.
Value Network Tools and Methods
Tangibles are goods, services and revenues.
Intangibles are relationships, brand, experiences, social networks, knowledge
markets and other key enterprise assets. Intangibles create most of the wealth
in today's knowledge economy. Intangibles are central to innovation, cost
savings and productivity growth. Yet, organizations don't know how to elaborate
or measure intangibles. Sometimes, they try to apply 20th Century transactional
or manufacturing methods like 6-Sigma or TQM. This efforts always fail.
Organizations now have new, superior methods for
understanding, visualizing and leading their intangibles. Collectively, these
methods are known as
value
networks (VN) and
value networks analysis (VNA). Equipped with these
techniques, organizations can articulate, optimize and master intangibles. The
outcomes are improved resource utilization, productivity, innovation and sharply
improved performance overall.
The leading toolkit for intangibles is GenIsis.
It is part of the ValueNet Works offerings. The illustration below
outlines some of these integrated, easy-to-use offerings.
Genesis Application Portfolio
Complex Systems
Complex adaptive systems, are a special case of
complex systems. They are complex in that they are diverse and made
up of multiple interconnected elements and adaptive in that they have the
capacity to change and learn from experience. The term complex adaptive
systems was coined at the interdisciplinary
Santa Fe Institute (SFI), by
John H. Holland,
Murray Gell-Mann and others. John H. Holland is one of the inventors of
evolutionary computation and
genetic algorithms.
Nobel
Prize laureate Murray Gell-Mann discovered
quarks.
The term complex adaptive systems (or complexity science) is
often used to describe the loosely organized academic field that has grown up
around the study of such systems. Complexity science is not a single theory— it
encompasses more than one theoretical framework and is highly interdisciplinary,
seeking the answers to some fundamental questions about living, adaptable,
changeable systems.
Examples of complex adaptive systems include the
stock
market, social insect and
ant colonies, the
biosphere
and the
ecosystem, the
brain and the
immune system, the
cell and the developing
embryo,
manufacturing businesses and any human social group-based endeavor in a
cultural and
social system such as
political parties or
communities.
There are close relationships between the field of CAS and
artificial life. In both areas the principles
emergence
and
self-organization are very important. (Wikipedia)
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