Over the past few weeks we have observed that a number of clients are concentrating on mapping and analysing value creation, value chains and delivery.   The focus appears to be mainly on products, services and business processes.  This is where most business start and that is not a bad thing, after all you need to start somewhere.  However, you do have to be careful that a value mapping initiative doesn’t turn into a purely theoretical exercise.

In practical terms value is all about generating revenue and delivering what customers want.

When you have data and information at a process level at your disposal, you can take value modelling and creation to new heights.

Here are some of the neat things that you can do to make sure you get the best return on your time and resource investment if you are value mapping/modelling.

  1. Use the right modelling tools.
  2. Include the role that is responsible and accountable for the business process in the value model so you have clear accountability for results.
  3. Identify the activities and behaviours that reduce or destroy value.
  4. Capture informal team interaction and collaboration so you know how team structures and relationships contribute to value creation (or reduce it). A team collaboration view can identify the hidden roles and people that contribute to getting sales, reducing cost or simply just getting things done.
  5. Capture and manage the time spent on each activity and interaction.
  6. Identify inefficiencies and poor role design.
  7. Optimise resource allocation so you have the right people and skills applied to the right things.
  8. Capture process costs so you so you can effectively price products and services.
  9. Flag where value and risk intersect.
  10. Use appropriate technology to build and manage customer touch points and support value delivery.

Using the new insight you have, you are in a better position to plan, build and optimise the value your business and team delivers.