Tesla & Value Management: Part 3
In this final part of the series, we move beyond being intrigued – perhaps even inspired – and look at what we can learn from Tesla’s example: that Value Management works.
Tesla & Value Management: Part 3 Read More »
Stephen Bruce
Tesla & Value Management: Part 2
In this middle part, we look at how Tesla really are led by Value Management, even if they don’t use the term – in particular, they ruthlessly pursue the Things That Matter, and it works.
Tesla & Value Management: Part 2 Read More »
Tesla & Value Management: Part 1
We kick off this series on Tesla by seeing how everything they do is based on the same foundations as Value Management. In particular, they understand that it is Complexity that drives our world and how we need to operate.
Tesla & Value Management: Part 1 Read More »
Describing Things That Matter
Things That Matter is the foundational element of Value Management. But what goes into a Thing That Matters and how do you use them? Here, we find out.
Describing Things That Matter Read More »
Value Management Is Unique
There are many initiatives, tools and approaches out there trying to attract your attention. Here we explain why Value Management isn’t just another one in the list. It’s not just about how you do things, but what those things are in the first place. It is also holistic. And these things make Value Management unique.
Value Management Is Unique Read More »
Agile Truths and Fallacies
“Agile” is increasingly touted as critical – perhaps even required – to operate in today’s complex world. And how you do things *is* important. But purveyors of agile almost always fall into one or both serious fallacies. Let’s see what they are.
Agile Truths and Fallacies Read More »
Defining Value Vectors
We have developed a “Value Vectors Diagnostic”, but what is a “value vector”? Where do they come from? And how can they be understood and used?
Defining Value Vectors Read More »
Defining Strategic Relationships
Strategic relationships are rightly in focus as a key source of value in today’s complex world. But what exactly do we mean by describing a relationship as “strategic”? And what do those relationships look like in practice?
Defining Strategic Relationships Read More »
Mastering Complexity: Part 3
In this final part of our Complexity series, we establish what a Complexity-appropriate conceptual framework looks like, the necessary operational transformations it leads to, and how Value Management supports all of it.
Mastering Complexity: Part 3 Read More »
Mastering Complexity: Part 2
In this second part of our Complexity series, we explain how and why the default understanding and approaches in the business world are utterly wrong. We also look at the urgency of getting back on track, and the main challenges of doing so.
Mastering Complexity: Part 2 Read More »
