Measuring Value

Design, Develop and Deliver the RIGHT Value

Outcome-Driven Value

Value is a perceptual measure and is complex since there are temporal aspects and a multitude of functional, emotional, and (sometimes) spiritual elements that come into play for a given scenario (for each individual).  The problem organizations have with measuring value is that IT IS HARD!  


So, they tend to look for "trends" or common patterns amongst sets of demographics (the bigger the demographic slice, the better) since they are looking to scale their value creation & value delivery capabilities.  The problem we're seeing with shorter cycle times and increasingly diffuse value perceptions is that the industrial model (used to scale value creation & delivery) is becoming increasingly irrelevant.  Hence the increase in marketing spend and "innovation" to find the next "big thing".

The good news is that The Value Enablement Group provides a proven discipline and process for capturing key elements of value (functional, emotional, directional, and contextual). These form a reference model for measuring value for any market (regardless of size) and for any scenario (when a service or product needs to be consumed). This reference model is built atop the work from Clayton Christensen (Harvard Prof.) on the Job to Get Done so we can build a consistent way to measure value to guide value creation and ensure the right value is delivered for all stakeholders.

Measuring the RIGHT Value

We know how to measure value and how to capture it to guide priorities and drive precision investment in change (incremental and innovation).

Start with a clear & precise understanding of what customers want

  • Semantics are key to preserving perspective

  • Contextual relevance mapped to scenarios

Establish a cartography for all stakeholder outcomes

  • A more complete model of opportunity 

  • Build correlation while preserving fidelity

  • Create a holistic understanding around causality

Clarify the Value Gap (Desired versus Delivered Outcomes)

  • Balance value (needs & opportunities) across all stakeholders

  • Apply value measurement using an ecosystem approach

  • Model the Value Gap across all stakeholders

Translate value into design specifications

  • Engineer Requirements to ensure value targets are achieved

  • Focus on reuse to accelerate design and cycle time

Value Assessment

An assessment can be done in a few weeks*. We will look at a few areas involving strategy, budgeting, prioritization, project and portfolio management, solution design, and service management.

The goal is to build a current state understanding of how well change is understood, how decisions are made, how response(s) to change are initiated and communicated.

* Depends on the scope of concern and complexity of processes.

Proof of Value 

Before jumping into a large project, it may be useful to conduct a small (4-week) initiative to demonstrate how Biz:DNA can provide value for a limited scope. 

We call these Proof of Value (POV), since the concept already works. The goal is to learn about Biz:DNA and see how it can quickly improve awareness and understanding and deliver meaningful results for key stakeholders. 

Prioritize Your Investments

Do you know where to focus your limited resources and how to manage multiple agendas and concerns across the company ? 

We will introduce a discipline used for evaluating and prioritizing each initiative as it moves through your lifecycle pipeline. Priorities change all the time and so we'll provide you with the ability to continually evaluate your investment portfolio. 

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© 2020 by The Value Enablement Group, LLC. 

West Deerfield Township Deerfield Illinois United States

agility, innovation, value, sustainable growth, digital transformation, sustainability, digital customer journey, architecture, BizDNA, strategy, roadmap, modeling, adaptability, knowledge, policy

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