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| April 13, 2008
Excerpt from: KM Blogs | | Verna Allee and Oliver Schwabe |
Levels of maturity are standard levels that have been the foundation for many different kinds of maturity models:
http://en.wikipedia.org/wiki/Capability_Maturity_Model
The maturity model can be adapted to value networks as well to address questions of competency in value network strategies. Companies often achieve great success with a value network business model, or internal collaborative value networks, only to have that advantage erode over time. Why is that? In our experience, an organization as not truly mastered value network analysis finds it increasingly difficult to hold the line against the embedded bureaucratic model of organization. As the organization grows in complexity people try to “control” the value network by imposing bureaucratic order either through reshuffling the organizational chart or driving activity into tightly controlled process models.
Value Network Maturity Model
The criteria used for judging value network maturity are as follows: This criterion is based on the assumption that the level of detail achieved in a value network description corresponds to the maturity of the value network within which it operates. Thus when specific organizations and responsibilities are not described it is because the network is immature and the boundaries, roles and interactions are not clear. When the participants and responsibilities can be specifically described it is assumed the network has reached a more robust maturity. At level 5 maturity participants in the network are able to describe it in detail and participants, roles and responsibilities, and role outputs are more commonly known.
See the Annexes to the Final Report: Effectiveness of IST RTD Impacts on the EU Innovation System. http://www.value-networks.com/caseStudies/EU%20Innovation%20System%20-Annexes.pdf | | |
| April 13, 2008
Excerpt from: KM Blogs | | Rapid, Widespread Adoption | See the most recent papers on the rapid, diverse and widespread adoption of value networks and value network analysis at the Open Value Networks site. http://www.value-networks.com/ They are thoughtful, fun, informative and… mercifully brief. Testing the Limits - By using system dynamic modeling (SDM) and value network analysis (VNA), Boeing's Flight Operations, Test & Validation group restructured its entire business model. The Partnership Scorecard - Assessing the value flows at the role level within partnerships to achieve optimal business relationship ecosystems and more successful partnership outcomes. CTM Talks – Interview with one of the panelists presenting on the New Ideas in Social Networks event at the February 28-29, 2008 Executive Round Table. Mobile Workers – Surprising results of a survey of mobile work using value networks analysis. Wal-Mart Value Networks - See how Wal-Mart pops the "Bentonville Bubble" using a value network perspective and sustainable value networks. | | | |
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