Business Service Networks

Value networks and value network analysis bring together disparate transactional and manufacturing-centered archetypes like Lean, 6-Sigma, TQM, ISO 9000 into a uniform whole.

See quote from Boeing --

"Now that I know the value networks methodology, I would not consider doing a six sigma, lean, or any other kind of project without first doing a VNA to provide the "systems" context for the initiative." – Glenda Turner, Boeing, Supply Chain Integrator, Integrated Defense Systems

Value propels business. Networks are how business is organized. Yet, well-meaning people continue to focus on productivity, defects, and transactions only! The same people freely admit 80%, 90% or even 100% (service/support networks) of their business and value is based on intangibles, yet they continue to only focus on tangibles!

No one ever bought a product or recommended a company because the company was ‘productive.’ Customers expect, deserve broad value from their relationships. To win, keep and strengthen customers and business, value and value networks must be visualized and led.