Creating a value net
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Creating a Value Net. Distinguished University Professor. Value Net. Customers IHE Suppliers. Customers Competitors Complementors Suppliers. Competitors. Complementors. The Hedgehog Concept in the Social Sectors. What are you deeply passionate about. What drives

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Creating a Value Net

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Creating a value net

Creatinga ValueNet

Distinguished University Professor


Value net

Value Net

Customers

IHE

Suppliers

  • Customers

  • Competitors

  • Complementors

  • Suppliers

Competitors

Complementors


The hedgehog concept in the social sectors

The Hedgehog Concept in the Social Sectors

What are you

deeply passionate

about

What drives

your resource

engine

What you can

be best in the

world at


Customers

Students

Parents

National Government

State/County Government

Companies

Donors

Customers


Suppliers

Faculty

Staff

Administrators

Publishers (book, journals, online services)

Suppliers


Complementors

Other colleges

K-12 Education

Computers

Housing

Airlines

Hotels

Cultural Activities

Local Employers

Copy Shops

Complementors


Competitors

Other colleges

Freelancing Faculty

Private Enterprise

Hospitals

Museums

Competitors


Value net1

Value Net

Customers

IHE

Suppliers

  • Customers

  • Competitors

  • Complementors

  • Suppliers

Competitors

Complementors


Strategic relationships

Strategic Relationships

  • Partners

  • Networks

  • Learning Communities

  • Alliances


Organizational identity and positioning

Organizational Identity and Positioning

  • Compete

  • Cooperate

  • Collaborate

  • Co-opetition


Economic engine in the social sectors

Economic Engine in the Social Sectors

High

2

3

Charitable support by

private individuals:

Cancer Society

Blend charitable donations

with business revenues:

Red Cross, NYC Opera

Depend

upon

Charitable

Donations &

Private

Grants

1

4

Government-funded

agencies:

K-12 public education

Heavy Business Revenue

Stream:

Tuition, Higher education

Low

High

Low

Depend upon

Business Revenues


The four unnatural acts

The Four Unnatural Acts

  • Sharing your ideas and best thinking with others including data and its potential meanings.

  • Using what other people have developed while rejecting the dreaded not-invented-here syndrome.

  • Collaborating by building on the expertise of other experts.

  • Improving by synthesizing and applying new ideas continuously while purging yesterday’s conventional wisdom.


Leveraging resources

Leveraging Resources

  • Expertise

  • Fiscal

  • Human

  • Technology Infrastructure

  • Data Information Management


Four approaches to leveraging knowledge

Four Approaches to Leveraging Knowledge

“Big Ideas”

“Push the Frontier”

Continuous synthesis and improvement of state-of-

the-art understandings to push the frontier of a

given paradigm

Focused effort to create a

fundamentally new idea that

changes the rules of the game

“Operational Excellence”

“Capability Paradigm Shift”

Continuous identification and

application of best practices

within a given paradigm to

close the gap between

best and worst practices

One-time shift to a broad set of

State-of-the-art understandings

Followed by continuous

improvement


Brand management

Brand Management

Perceived Quality

Brand Associations

Name Awareness

Brand Mgt.

Brand Loyalty

Other Proprietary Brand

Assets

  • Provides Value to Company

  • Brand Loyalty

  • Prices/Margins

  • Brand Extensions

  • Competitive Advantage

  • Provides Value to Customer

  • Processing of Information

  • Confidence in the Purchase Decision

  • Use Satisfaction


Making the pie bigger

Making the Pie Bigger

  • Affordable

  • Accessible

  • Building Capacity

  • Developing Capabilities

  • Efficiency


Intangible assets

Leadership

Strategy Execution

Communication and Transparency

Brand Equity

Reputation

Networks and Alliances

Technology and Processes

Human Capital

Work Place Organization and Culture

Innovation

Intellectual Capital

Adaptability

Intangible Assets


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