Stephen Bruce
As our Director of Consulting, Stephen has been heavily involved in factoring-out, describing and systematizing many of the aspects of our Value Management approach.
In particular, he has been involved in developing our understanding of Complexity, shaping the concept of Things That Matter, defining what is involved with Value Coding, and putting together high-level processes for delivering Value Management solutions.
As well as presenting our ideas in webinars, etc, he often writes articles on these topics for this site.
Stephen has contributed the following content:
The Case for Value Management: Part 3: Making it Happen
Pretty much every organization claims that value is a big deal to them. In this final part, we’ll look at the transformation involved with Value Management and how to make it happen – the people involved, the initial process and then how to spread and…
The Case for Value Management: Part 2: the Extraordinary Opportunity
Pretty much every organization claims that value is a big deal to them. In the second part, we’ll look at the huge opportunity there is for individuals and teams to take responsibility for – and ownership of – Value in their organizations, and see why…
The Case for Value Management: Part 1: the Extraordinary Need
Pretty much every organization claims that value is a big deal to them. But when you look at what that means in practice, the extraordinary need for a dedicated cross-functional Value Management function becomes clear, because almost all organizational challenges can’t be met without one….
Empathy: the Missing Piece of the Collaboration Puzzle
Commercial relationships are struggling, and nowhere is this more true than in collaborative relationships. Such relationships are where Complexity – from both inside and outside the relationship – is highest, and where the fatal flaws in how we typically operate are most clearly (and devastatingly)…
Misalignment on Things That Matter: Proving the Point
The Things That Matter aren’t clear or aligned in our relationships. This missing empathy is what is inhibiting understanding, preventing the management of differences, and hampering authentic collaboration. All of this – and more – was demonstrated through a recent workshop exercise we ran….
Things That Matter: Operationalizing Empathy: Part 4: Harnessing Empathy
How do you harness empathy between organizations? By deploying Value Codes at scale to establish the current state, set targets, and iterate to demonstrate ROI. And we’ll also see proof that this works…!…
Relationships: The Will May Be There… But The Way Isn’t
In our latest webinar on the Things That Matter, polls demonstrated that the will to understand partners may be there, but the way isn’t. Well-intended personal contact tries and fails to plug that gap, with negative and challenging experiences continuing to dominate relationships. This isn’t…
Things That Matter: Operationalizing Empathy: Part 3: Encapsulating Empathy
How do you go encapsulate empathy between organizations? By capturing the Things That Matter and then re-expressing them as Value Codes – an absolutely pivotal process….
