People are saying...
"Software must be designed to allow, and where possible, support rapid modification of sophisticated inter-company processes. It must be capable of mapping not only value chains but entire value networks."
Dr. Henning Kagermann, President and CEO, SAP AG
"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."
Supply Chain Integrator,
Defense Industry Technology Provider
Value Network Insights™ supports business performance improvement at multiple levels:
Greater resilience and flexibility in business processes.
Defines the landscape of human roles, interactions, and transactions that support any business activity.
Ideal for organizational redesign and complex processes.
Reveals the hidden network patterns that drive business process performance.
Easily convert maps to value stream or swimlane diagrams, then process maps and workflow.
Value Network Insights™ provides predictive intelligence for workflow performance.
Endorsed by standards bodies for modeling information flows.
Challenge Met: Managing complexity – IT, BPM, project management
Lean, Six Sigma, and system dynamics experts use Value Network Analysis as a next generation management tool to understand context prior to launching improvement projects.
Learn more: Value Networks and Human-Centric Business Process Management
An Example: Value Networks for Business Process Improvement
Project management professionals use value network analysis to quickly clarify roles, relationships, deliverables, and timelines for project launch.
Learn more: Value Networks for Project Managers
Value Networks are endorsed by the newest edition of industry process standards for the Service Strategy Life Cycle in the Information Technology Infrastructure (ITIL). They are also validated in eToM – enhanced Telecom Operations Map.
Challenge Met: Rapid restructuring for a major new product line
 Large aerospace industry provider, Boeing – Launch of a complex and revolutionary new product created a need to significantly expand daily product testing without a corresponding increase in resources. Using Value Network Analysis (VNA) in combination with process engineering, the flight test team completely changed the business unit model and dramatically increased the number of tests that could be performed. VNA is now being used to achieve similar gains in productivity for other business units within the company.
Learn more: Dennis O’Donoghue Facing New Challenge
Challenge Met: Reducing time to market for scientific discoveries
New Zealand's largest crown research institute, Ag Research – VNA identified how a twelve-year innovation process was being hampered by differences between scientific research and commercialization networks. Time to market was reduced and employee morale improved by creating new roles, enabling the scientists to focus on research.
Challenge Met: A matter of life and death – scheduling for heart surgical procedures
One of the largest, most respected medical clinics in the U.S, Mayo Clinic. – Patients were frustrated by waiting up to six months to get a confirmed appointment for a critical medical procedure. The problem stubbornly resisted efforts for improvement. VNA identified a key bottleneck that other management tools, including Lean analysis, could not identify and reduced the wait time to four weeks.
| 
