creating a value net distinguished university professor
TRANSCRIPT
Creatinga ValueNet
Distinguished University Professor
Value Value NetNet
Customers
IHE
Suppliers
ComplementorsCompetitors • Customers
•Competitors
•Complementors
•Suppliers
The Hedgehog Concept in the Social Sectors
What are youdeeply passionate about
What drives your resourceengine
What you canbe best in theworld at
Customers Students Parents National
Government
State/County Government
Companies Donors
Suppliers Faculty Staff
Administrators Publishers
(book, journals, online services)
Complementors Other colleges K-12 Education Computers Housing Airlines
Hotels Cultural Activities Local Employers Copy Shops
Competitors Other colleges Freelancing
Faculty
Private Enterprise
Hospitals Museums
Value Value NetNet
Customers
IHE
Suppliers
ComplementorsCompetitors • Customers
•Competitors
•Complementors
•Suppliers
Strategic Relationships Partners Networks Learning
Communities Alliances
Organizational Identity and Positioning
Compete Cooperate Collaborate Co-opetition
Economic Engine in the Social Sectors
1
2 3
4Government-funded agencies:K-12 public education
Charitable support byprivate individuals:Cancer Society
Blend charitable donationswith business revenues:Red Cross, NYC Opera
Heavy Business RevenueStream:Tuition, Higher education
Low HighLow
High
Depend uponBusiness Revenues
Depend uponCharitable Donations &Private Grants
The Four Unnatural Acts
1. Sharing your ideas and best thinking with others including data and its potential meanings.
2. Using what other people have developed while rejecting the dreaded not-invented-here syndrome.
3. Collaborating by building on the expertise of other experts.
4. Improving by synthesizing and applying new ideas continuously while purging yesterday’s conventional wisdom.
Leveraging Resources Expertise Fiscal Human Technology Infrastructure Data Information Management
Four Approaches to Leveraging Knowledge
“Push the Frontier”Continuous synthesis and improvement of state-of-the-art understandings to push the frontier of a given paradigm
“Big Ideas”
Focused effort to create a fundamentally new idea thatchanges the rules of the game
“Operational Excellence”Continuous identification andapplication of best practices within a given paradigm to close the gap between best and worst practices
“Capability Paradigm Shift”
One-time shift to a broad set ofState-of-the-art understandingsFollowed by continuous improvement
Brand Mgt.Brand Loyalty
Name Awareness
Perceived QualityBrand Associations
Other Proprietary Brand Assets
Provides Value to Customer
• Processing of Information
•Confidence in the Purchase Decision
•Use Satisfaction
Provides Value to Company
•Brand Loyalty•Prices/Margins•Brand Extensions•Competitive Advantage
Brand Management
Making the Pie Bigger Affordable Accessible Building
Capacity Developing
Capabilities Efficiency
Intangible Assets Leadership Strategy Execution Communication and
Transparency Brand Equity Reputation Networks and
Alliances
Technology and Processes
Human Capital Work Place
Organization and Culture
Innovation Intellectual Capital Adaptability