Value Networks

Enterprise Value Networks:
Leading 21st Century Knowledge

Friday, April 7, 2006
8:00am - 5:00pm
San Francisco

This looks too good to pass up. From the announcement of the event:

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.

Reading the invitation annoucement this morning, I found myself nodding in agreement, muttering “Yes, that’s right.” Value Network Analysis dovetails with my conceptualization of informal learning. This does not come as a surprise since Verna Allee and Valdis Krebs, prime speakers at the event, both enriched my understanding of what really goes on in networks.

If you’re local, join me for this event. Here’s more language from the program announcement.

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.