Sequencing transactions serves important purposes in mapping for a value network analysis (VNA). First of all it is used to validate the completeness of the business process activity, both the formal process steps and the human interactions that are critical to make the process work. It helps assure that all Roles, Transactions, and Deliverables have been identified. In the Sequencing activity people will always see critical transactions that have been overlooked, and sometimes even realize they have left out a key Role in the process network. Sequencing often helps people identify “missing links” in flows and relationships.
The second important use of sequencing is to surface the key processes or flows through the network. If all the transactions have been identified, then sequencing allows you to pull out different processes operating within the network. Imagine the network diagram as a tangle of yarn. If you pick up the end of the yarn – that is the first activity in a typical network scenario – and pull it out, then sequencing lets you “unravel” the entire network as a timeline of activities.
This provides a process view into the network. However, it is a process view that has all the mission-critical intangible activities embedded into the process and also shows critical interdependencies between different processes or flows.
In mapping processes as networks the purpose of sequencing is not to reduce the network to a linear mechanistic process. Rather it is to identify and optimize the multiple interdependent value flows that operate within the network. In process engineering the goal is to identify one “best” process and drive out variation in order to achieve consistent outcomes. In a value network the goal is to optimize multiple pathways and achieve consistent outcomes while still allowing for variation that is needed for innovation, resilience, and agility in the network.
FAQs
Why is sequencing done after the map is complete and not during the mapping?
Trying to sequence during the mapping means that people get “stuck” or locked into thinking in a linear way of thinking, which actually slows down the mapping activity. That defeats the purpose of the network perspective – which taps the more holistic cognitive talents of the brain – what some people think of as “right brain” thinking. You want to engage the right brain “pattern seeker” before narrowing focus into the linear work of sequencing.
Sometimes, the exchanges of intangibles don't seem to have a sequence, and these exchanges happen all the time. For example, two groups share some kind of data or information, and because they are partners, they need to share all the time. How should this problem be handled?
Yes, intangible exchanges do tend to repeat and continue over time. For purposes of sequencing you would identify when the very first incident of that Intangible deliverable typically occurs. | 
