sven hamrefors

The Value Network

And Why You Can’t Pretend it isn’t There June, 14, 2010

Sven@Hamrefors.se

Value Chain

• The activities build the chain• Actors not easily substituted• Barriers of entry• Stability in action inhibits change• Institutionalization• High efficiency but low effectiveness

A B C D CUSTOMER

Up-streams Down-streams

The Times They are Changing...

• Higher demand for performance/cost ratio• Operational knowledge more important as

production factor• ICT as a connecting factor• So, everybody are seeking for help...

and...

The world becomes more complex and value networks emerge where the

actors are constructed by the logic of the network

A

B

C

D

E

F

G CUSTOMER

Up-streams Down-streams

Implications

• Low barriers of entry• High risk of non-voluntary exit• Old “truths” are dismissed• Institutions fall• Less stability• More dependency• Higher speed• Innovation becomes more important and so does

communication...

The Name of the Game:Positioning

• Understand the potential of a position• Influence the network• Exceed expectations

Co-ordination &Performance

Down-streams

Communicative Leadership

Ideological positioning

Broaden, balance

Broaden, balance

Contextual positioning

Co-ordination &Performance

Up-streams

A combination of ideological & contextual leadership

Contextual positioning

Ideological Leadership

• Create the vision• Enabling the vision in the moment• Live the vision• Enable direct performance

Contextual Leadership

• Understanding of context• Support the ideological leadership• Relationship development• Communicative strength of the organisation

The Mission

Take responsibility for thecommunicative ability of the

organisation

Process

Structure

Social interaction

Environmentalinfluence

Aiming to support conceptual focus & variability in action

System Designer

Mediator Coach

Influencer

Contextual Leadership

The System Designer

Mission: To develop the communicative efficiency in processes and structures

• Influencing early in the development• Balance operational and cognitive effects• Broaden system perspective

The Mediator

Mission: To lead the sense-making processcreating operational meaning

• Identify potential stakeholders of an issue• Analyse their rational• Activate the stakeholders• Initiate and lead the negotiation

The Coach

Mission: Develop the communication skills of others.

• Identify deficiencies• Analyse the situation• Give situational support• Integrate in system

The Influencer

Mission: Influence others to change of perspectives

• Mandate to be the “Jester in the Kingdom”• Good analysis of inclination to change• Efficient scanning• Constructive “manipulation”

You better start swimming or you sink like a stone,

´cause the times they are a´changingBob Dylan

What...

• ...signs of the change of value chains to value networks do you see?

What...

• ...are the challenges for your organisation?

What...

• ... potentials do you see for your professional role?

What...

• ...”communication darlings” will be altered or killed?