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 something truly new is needed to make this happen.
The Case for Value Management: Part 2: the Extraordinary Opportunity Read More »
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.
The Case for Value Management: Part 1: the Extraordinary Need Read More »
Part of the beauty of Value Management is that it just works. But how does it work? And why does it work? Because it is built on the most fundamental foundations – the nature of reality, the nature of value, and the ways our brains work to tie all of this together.
Value Management: How and Why It Works Read More »
We’re in a mess with the Things That Matter. The reasons? Complexity, the trends it powers and how are existing approaches aren’t fit for purpose. The results? Waste, cost and failure.
Why “Things That Matter” really do matter: Part 3: They’re Not Working Read More »
Positivism seems to have a stranglehold on the commercial world, dominating the ineffective tools people continue to use and the flawed worldview behind them. It can be tempting to despair. But Value Management provides a way in, a way out and a way forward: the Things That Matter. And so the future isn’t positivist, but it is positive!
A Positive Future; Not A Positivist One Read More »
In developing Value Management, we’ve factored out and organised into levels the five stances that people take when it comes to today’s business challenges. Each level has an associated default approach, but only one level and approach works. Here, I show you why and how that level is Transformation and why Value Management is the only approach that can succeed.
Transformation: Going Where Other Approaches Can’t Read More »
The World Economic Forum (WEF) is again gathering in Davos, and whilst for many this will provide fuel for conspiracy theories about new world orders, the truth is more prosaic: it’s an old world order, seeking to dictate how that world should work and how it should be, whilst being utterly out of touch with both.
Davos 2024: Continued Conspiracy or Continued Cock-up? Read More »
A Change Stabiliser is one of three critical roles in a change initiative – they are procedural, systematic, advocate stability, solve problems, make good decisions and communicate effectively.
Change Stabiliser Profile Read More »
A Change Champion is one of three critical roles in a change initiative – they are visionary, goal-oriented, influential, adaptable, proactive and diplomatic in building trust and relationships.
Change Champion Profile Read More »
A Transformational Leader is one of three critical roles in a change initiative – they have authority, strategic focus and experience of change;, and they are people- and team-oriented.
Transformational Leader Profile Read More »
