VDMbee Value Management Platform

VDMbee Value Management Platform provides you a dashboard for decision making about future direction.

With The VDMbee Value Management Platform you make Strategy concrete, which results in alignment between all involved stakeholders. They can agree or disagree but everyone shares the same single photo of future options and plans.

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  It allows you to be effective in decision making and control, as you can prototype your Business Innovation or Transformation, analyze Alternatives and assess risks and impacts on your Value Objectives before you implement your Plans.

• And you do that by following a structured and guided approach, realizing a Business Model oriented view on your Business.

  

Business Innovation Business Transformation Ask for our Value Management Services Process guidance for building your plan Provide structure to your strategy design Improvements based on scenario analyzes Multi business model innovation Strategy workshop By experts Simple to use App Business Users Interaction Design Get trained and certified Become a Value Management Platform expert Value Management design By experts Simple to use App Business Users Interaction Design Powerful Features Easy to Maintain Effective impact analysis Value Management Reporting Effective impact analysis Multi perspective Business Canvas Views Value Stream design Value Stream / Activities / Capabilities Connecting the dots BPMN2.0 generation Strategy map Effective visualization of influencing factors Register cause effect relationships Capability map provide insight and oversight Strong contribution to effective Value Delvery Modelling Visualize structure of complexity Capability library Set your own standards for your Enterprise Stimulate re-use and standardization Business Process design (BPMN2.0) Start for your Process automation efforts From Strategy design towards high-level process design

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  A free Community edition is available for when you want to make yourself familiar with Value Management via strategic and tactical Plans to innovate and transform your Business Models

• The VDMbee Value Management Platform is provided as an App. You can find a link to the App Store via the VDMbee website. To get the full power of the VDMbee Value Management Platform, you need an enterprise edition subscription. Trial period is 7 days, and subscription cancellation is possible.
  

• Business Model Canvas
• Business Model Innovation Canvas
• Lean Startup Canvas
• Lean Change Canvas
• SWOT Analysis Canvas
• Personal Business Model Canvas
• Integrated Reporting Canvas (M. Adams)

The Business Model Canvas of Alexander Osterwalder is typically used in an early stage to discover the ideas for an innovation or transformation program. The expression of your strategy in a one pager is very powerful. VDMbee added Business Simulation to this concept by allowing you to map the individual slips into your business model plan.

Slips in the Business Model Canvas can, dependent on their dimension, be mapped to elements in structured Business Models, as well as to Plan Values, in the Value Management Platform. Based on such mapping, elements in structured Business Models (and Plans) can be created and existing ones can be selected for visualization.

The Business Model Innovation Canvas of Peter Lindgren is typically used in an early stage to discover the ideas for a Multi Business Model innovation or transformation program. The expression of your Business Network Innovation strategy in simple to read canvases is very powerful. Also the Value definition of prof. Peter Lindgren is very compelling, definitely a forward looking view. Values in our today world are much more than just cost and revenue defined values. VDMbee added Business Simulation to this concept by allowing you to map the individual slips into your Business Model Plan.
A Business Model Innovation Canvas is defined in six dimensions:

• Customer(s) or Market Segment(s) that is (are) served
• Value Propositions that are provided and received
• Activities to create and deliver Value Propositions
• Competencies used to perform Activities
• Partners involved
• Values delivered by Value Propositions and created by Activities

The rationale of how Value is created and delivered is defined by how the various elements according to these six dimensions are interrelated. These relations can be created within the Business Model of the Value Management Platform.

Slips in the Business Model Innovation Canvas can, dependent on their dimension, be mapped to elements in structured Business Models, as well as to Plan Values, in the Value Management Platform. Based on such mapping, elements in structured Business Models (and Plans) can be created and existing ones can be selected for visualization. Note that, for Business Model Innovation Canvas, such mapping is straightforward, as essentially the Business Model Innovation Canvas is a two-dimensional representation of the Business Model Cube in the Value Management Platform.

The Lean Startup Canvas is invented by Ash Maurya with the main objective to make the Lean Startup Canvas as actionable as possible while staying entrepreneur-focused (see: why-lean-canvas). The metaphor in mind was that of a grounds-up tactical plan or blueprint that guided the entrepreneur as they navigated their way from ideation to building a successful startup. The Lean Startup principles had a big influence on the design.

“Startups operate under conditions of extreme uncertainty.” – Eric Ries

The approach of making the canvas actionable was capturing that which was most uncertain, or more accurately, that which was most risky.

“Uncertainty – The lack of complete certainty, that is, the existence of more than one possibility.”
“Risk – A state of uncertainty where some of the possibilities involve a loss, catastrophe, or other undesirable outcome.” – Douglas Hubbard

Lean Canvas was designed for entrepreneurs, not consultants, customers, advisers, or investors. That said, the entrepreneur can greatly benefit by engaging all of those people while validating their canvas. For more see: “The Different Worldviews of Startups”.

VDMbee added Business Simulation to this concept by allowing you to map the individual slips into your business model plan.
Slips in the Lean Startup Canvas can, dependent on their dimension, be mapped to elements in structured Business Models, as well as to Plan Values, in the Value Management Platform. Based on such mapping, elements in structured Business Models (and Plans) can be created and existing ones can be selected for visualization.

Unlike the seminal Business Model Canvas itself, the Lean Change Canvas is not particularly focusing on the description of the Business Model to introduce or to transition to, but rather puts various relevant aspects of a change together in a concise template. It provides a template that is useful to motivate, plan and manage a change, e.g., a transition from an As-Is to a To-Be Business Model. The To-Be state is only described roughly and at high level.

Change agents collaborate to develop an overarching Change Canvas. For some dimensions, slips in the Lean Change Canvas can be mapped to Plan Values in the Value Management Platform. Based on such mapping, Plan Values can be created and existing ones can be selected for visualization.

SWOT analysis (alternatively SWOT matrix) is an acronym for strengths, weaknesses, opportunities, and threats and is a structured planning method that evaluates those four elements of a project or business venture. A SWOT analysis can be carried out for a company, product, place, industry, or person. It involves specifying the objective of the business venture or project and identifying the internal and external factors that are favorable and unfavorable to achieve that objective.

The degree to which the internal environment of the firm matches with the external environment is expressed by the concept of strategic fit:

• Strengths: characteristics of the business or project that give it an advantage over others
• Weaknesses: characteristics that place the business or project at a disadvantage relative to others
• Opportunities: elements in the environment that the business or project could exploit to its advantage
• Threats: elements in the environment that could cause trouble for the business or project

Identification of SWOTs is important because they can inform later steps in planning to achieve the objective. First, decision-makers should consider whether the objective is attainable, given the SWOTs. If the objective is not attainable, they must select a different objective and repeat the process.

Personal Business Model Canvas is invented by Business Model You, LLC, is located in Portland, Oregon in the United States, and was formed expressly to develop, extend, and implement the Business Model You® career design and talent management methodology. For further details, please visit http://businessmodelyou.com/

Slips in the Personal Business Model Canvas can, dependent on their dimension, be mapped to elements in structured Business Models, as well as to Plan Values, in the Value Management Platform. Based on such mapping, elements in structured Business Models (and Plans) can be created and existing ones can be selected for visualization.

This value creation worksheet is a way of generating an inventory and metrics of the unique value creation resources that an organization owns or attracts. It is a way of developing and modelling integrated reports, as well as of assessing business innovations and transformations. This canvas is designed by Mary Adams of Smarter Companies and co-author of Intangible Capital.

To begin, it can be helpful to ask: What is the problem that your organization solves? After you answer this, fill in the first row to start then move on to the next rows and/or columns. The goal is to identify up to five separate elements in each Resource box (five is an arbitrary number but it gives you an idea that this exercise is looking for the most important resources that affect value creation). The five categories of Resources, or “Capitals” are:

• Partners (or: Relational Capital). Relational capital connects your organization with its stakeholders. This is a form of attracted capital (↔) because it is not owned by the company, though it is necessary to its value creation system.
• Purpose (or: Strategic Capital). Strategic capital gives your organization purpose. It is what you do to create value for your customers. This is a form of owned capital but feels very intangible. This section endeavors to make strategic capital more tangible and measurable.
• Property (or: Structural Capital). Structural capital includes all knowledge that stays behind when your employees go home at the end of the day or leave the company. This is a form of owned capital although much of its value is not captured in traditional financial reporting.
• People (or: Human Capital). Human capital is the creative engine of every organization. It is the intangible capital that goes home at night, and also leaves the company with people who resign or retire. Human capital includes the competencies and experience of the employees and the management. This is a form of attracted capital (↔).
• Planet (or: Natural Capital). Every organization is part of our natural ecosystem. This includes basics such as air, water and energy. And it may include any number of other natural resources. Although some natural resources can be owned, their use is usually subject to controls and an overall license to operate. For this reason, natural capital can be considered a form of attracted capital (↔).

After you have identified the resources, you can use this Business Canvas to organize the key metrics that help track the performance and health of the capitals. Metrics are a powerful way of communicating about your capitals. The ideal is to use metrics that are already part of your management system. If you add new metrics make sure that they are material to your value creation. Ask yourself, will we take action if this metric changes? (If not, it may not be a material metric.) The following types of metrics are distinguished:

• Quantitative metrics, often called Key Performance Indicators (KPI’s), are elements that lend themselves to counting. Simple examples are number of employees or customers, transaction throughput and use of natural resources.
• Qualitative metrics add a level of judgment. These may be internally generated, such as prospect ratings in a sales system. Or they may be externally generated such as a Glassdoor rating.
• Financial metrics use accounting information such as revenues and cost or investment. In general, relational capital drives revenues. Strategic capital is the formula for profits. Much of the money spent on the other value creation capitals is treated as a cost. If you are making investments in long-term capabilities, it can be worthwhile to detail these intangible capital expenditures separately.
• Market Metrics / Validation. The market makes determinations about the strength and outlook of the combined value creation system in two related ways. The first is your reputation. One proxy for this is a net promoter score. The second is corporate valuation. This amount is determined by the public markets and/or expert valuation firms. A formal valuation process makes assumptions about the value creation system to create discounted cash flow analyses. So controlling the conversation about value creation can help control the valuation conversation.

The various Capitals are subdivided into specific matrix elements, that are defined below, whereby the definition of metrics is not further specified for the various types of metrics.

Slips in the Integrated Reporting Canvas can, dependent on their dimension, be mapped to elements in structured Business Models, as well as to Plan Values, in the Value Management Platform. Based on such mapping, elements in structured Business Models (and Plans) can be created and existing ones can be selected for visualization.

VDMbee added the Business Ecosystem Map module to the Value Management Platform to support the discovery effort with a graphical notation language. Now you can design the Value Proposition exchange in your Value Network.
The Business Ecosystem Map offers the following customer benefits:

• Map your value network in a graphical notation for unambiguous interpretation with your clients, peers and principals.
• Analyze your value network, in detail, with VDMbee Value Management Platform
• Provide the big picture of the business ecosystem in which business models live
• Oversee and understand business relationships, expressed in value proposition exchanges
• Seamless and contextual interaction between value networks and business simulation

For Pricing details check our price list. It’s available for our Community and Enterprise edition.

With the Business Ecosystem Map you can design your Value Network to create a detailed insight how the Value Propositions are exchanged. This can be done on high-level, such as exchanges between market segments and your business, but also on a detailed level, such as exchanges between roles and participants. All details can be mapped into the underlying VDML model and are therefore available for further Value analysis

A Business Ecosystem Map can be designed to graphically specify how Participants in Business Model(s) collaborate by exchanging Value Propositions with each other. This map is typically used to provide a big picture of the Business Ecosystem in which Business Models live. It will also help to oversee and understand relationships in the often complex situations.

A Business Ecosystem Map can include various levels of detail, whereby nodes in the graph may represent Participants, their Roles or their Business Models, even in hybrid combinations. Connectors represent how Value Propositions are provided and received.

Elements in the Business Ecosystem Map can be mapped to elements in structured Business Models and their related Participant Networks and Value Propositions in the Value Management Platform. Based on such mapping, elements in structured Business Models can be created and existing ones can be selected for visualization.

VDMbee added the Vocabulary Library module to the Value Management Platform to support the effort of making your Plan in the language of your audience. For Pricing details check our price list. It’s available for our Community and Enterprise edition.

With Vocabulary Libraries you can translate the Value Management Platform concepts into your and your customers language.
For example, “Customers” can become “Patients”.
Now you can tailor Value Management Platform plans towards your audience and speak their language.

For example for Defense and Intelligence Missions and other mission-driven organizations, an example Vocabulary Library and Plan is available. For more details read the blog of Steve Blank about BMC for Missions.

VDMbee added the Report module to the Value Management Platform to support the effort of making your Plan shareable for Adoption. For Pricing details check our price list. It’s available for our Community and Enterprise edition.

A Report can be designed to present Plan data in forms that are suited for sharing and presentation, without the need to navigate into the details and to use the User Interface that is otherwise used for modeling and prototyping.
A Report can serve as a Business Plan in handy format.

Dashboards play an important role during the “Adopt” stage of an initiative. They are used to demonstrate Value impact of Plans, and their related business models, as prototype’d during the “Prototype” stage of an initiative. As such they are an ideal means to support managerial decision making. Different Dashboards may be designed for different stakeholders in the decision process.
For Pricing details check our price list. It’s available for our Community and Enterprise edition.

In a dashboard, you can group multiple perspectives together to support you an you advise practice. Elements like: Business Canvas, Eco Map, Values, rich text and be used to compose your dashboard.

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• VDML (OMG) great foundation

  The purpose of VDML is to provide a standard modeling language for analysis and design of the operation of an enterprise with particular focus on the creation and exchange of value. It provides a view of the operation  for business executives, along with a representation for business analysts to link strategy and business models to the activities, roles, and capabilities that run the operation.
  VDML is designed to address several critical business challenges:

  • It creates a robust way to model both tangible and intangible value flows.
  • It provides the capacity to model complex collaborations and business networks.
  • It provides a flexible way to model business activities to more readily support continuous transformation in environments of high variability.
  • It supports more effective shared capabilities optimization and deployment.