As one rather gauche American put it to me, "I am up to my a**e in alligators!"
That was 10 years ago, but I guess that sentiment could apply to us all now, with a nominal $600 trillion of debt still bubbling below the surface like a molten magma.
For those who feel like holding hands and riding events out together , maybe now is the time to adopt new mindsets, skill sets and tool sets to succeed at win-win in competitive environments using the value network perspective - the intuitive move from supply chain and value chain thinking.
A unique opportunity to start with the basics is open to all on Thursday, 11th June at Regent's Business School, London when, aided by a few rope manoeuvres, I'll be introducing attendees to value networks. It is organised by the Central and Westminster Branch of the Chartered Management Institute.
It's a short, participative session of 60 minutes with Q and A and you will have an overview of value networks and analysis (VNA).
What is it?
What can it do for me?
How can I get more of it?
The flyer is attached here...
CMI talk on Value networks D M Flyer 110609.pdf
[The slides accompanying the presentation are now added as a comment below (14th June)]
You are at http://tinyurl.com/qk45f6
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Three Intangible Assets:
- Human capability
- Organisational capability
- Customer relationships
and three Accountabilities:
- the formal organisation
- the informal peer to peer working
- the self
The combination of entities and a corresponding process forms the core of the 3Cs framework, Co-Creative Communications, that is offered by the "meggitt bird" alliance.
Having been involved with the learning of and subsequent contribution to the art and science of value networks and analysis (VNA) for the last six years it was a pleasure to expose UK managers to some of its attributes at the event at Regent's Business School, London. For those unable to attend and as an aide memoire for those who did, I attach below the slides used to accompany the presentation. They can be downloaded as pdf.
More than 80% of us present felt that we were experiencing a move away from traditional ways of working to newer ways (see presentation slide No 3 for detail). The value network perspective was held up, with evidence of transformational performance improvements, as a simple way to handle complexity (simplexity) and to support the change of mindset that these newer ways of working required.
I identified the basics of VNA as two sets of threes:-
three basic elements and three basic flows (Currently, the US practice omits energy flow)
We even invented a new meaning for "complicity" - "managing complicated things with simplicity!"
Held within the overarching umbrella of the Chartered Management Institute (CMI), I was able to add my own opinion that with new staff in place the CMI was undergoing a transformational journey of its own. From conversations with those charged with responsibilities for "knowledge" and "communities" it is clear that the VNA perspective is one that resonates. Usefully, this perspective is now available to members for achieving win-win successes in their work.
Encouragingly, one attendee kindly remarked: "Many thanks for a most interesting and challenging presentation last night. It was a very interactive session and I think I can say that the attendees found it stimulating as the networking after was very lively indeed."
CMI 11th June 2009- Achieve win-win with value networks - slides.pdf