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Our Value Creation Model comprises three basic dynamics of an entity - Enterprise Dynamic, Cultural Dynamic and Organization Dynamic. The Value Dynamics model is an adaptation of "The Social Process" first developed by the Institute of Cultural Affairs in 1971 and since adapted for multiple contexts. In all its adaptations the model continues to serve as an analytical screen for looking comprehensively and critically at the healthy functioning of an entity.
Why our model works
Our Value Creation Model comprises three basic dynamics of an entity - Enterprise Dynamic: is about what an entity does. Cultural Dynamic: is about the purpose of the entity – why it does what it does. Organization Dynamic: is about how the entity does what it does.
Within each of these three core dynamics one can further identify three interdependent sub-dynamics.
Value in the Enterprise dimension is created/unlocked/value loss arrested when there is clarity about the markets & customers we serve; the products & services we serve them with & the delivery capacity & capability required.
Value in the Culture dimension is created/unlocked/value loss arrested when there is alignment around identity & reputation, values & behaviours, Norms & practices.
Value in the Organization dimension is created/unlocked/value loss arrested when executions is strengthened through employee engagement & ownership; dynamic systems & processes, effective controls & governance.
When there is clarity in the Enterprise dimension, it is like a compass – there is focus on a coherent purpose & direction.
When there is alignment in the Culture dimension, it is like spirit – it releases people’s energy and passion .
Execution is like a muscle. When it is exercised correctly, it builds strength & capacity, allowing the entity to scale sustainably.
What makes the COrE Value model work ?
One just needs to look at the Outcome when any one of these Dynamics is weak or under-emphasised relative to the other two. For example, when the collective entity’s focus on the Enterprise dimension is fragmented, this results in an incoherence of purpose, resulting in an inability for the entity to grow its customers, markets, revenues etc. When there isn’t an intentional focus on Culture, the default practices lead to value conflicts, resulting in a soul-less entity. When there isn’t a robust Organisation, execution is poor and scaling the organisation is a time of growth is difficult.
This value dynamic is about what the organization does, who it serves (its market) – something it gets paid for. This is its compass. The 3 elements of this are:
Markets & Customers:This is about having a clear knowledge of which our customers/ markets are; having ways to continuously assess the market needs to be able to develop the right offerings. It is also about having the right sales & marketing strategies to service the customer needs effectively. When these are strong in the organization/ entity, it is likely to be sustainable in the market for long. Not knowing/ having this adequately will jeopardize its primary sustainability.
Products & Services:This is about having the relevant offerings (products/ services) to meet the market/ customer needs and ensuring they are differentiated enough to give the company a competitive edge. It is also about having the mechanisms to continuously develop offerings for emerging customer needs. When these are strong, the organization is likely to be step(s) ahead of competition. Not knowing/ having this will erode margins over a period of time.
Delivery Capacity & Capability:This is about having the right kind of skills, expertise, material & financial resources required to be able to produce the goods/ service & meet the needs of the market and customers. It is also about having the systemic capability to continuously stay competitive. When these are strong, conversion of ideas to reality is likely to happen on a sustained basis. Not having this adequately will hamper growth & expansion.
This value dynamic is about how the organization does what it does – the systems & processes; controls & governance; and building ownership in people to do the tasks. This is its muscle. The 3 elements of this are:
Engagement & Ownership:This is about ensuring that all people have the opportunity to share their views & insights and are involved in decision making appropriately. Also that shared understanding is built amongst people. When these are strong, they provide a reason and pull for people to get involved with the organization with greater amount of ownership. In its absence or weakness, the effectiveness of this value will be reduced.
Systems & Processes:This is about ensuring that various operations are standardized through processes and there are adequate measures in place to assess effectiveness of those processes. When these are strong, they ensure cost competitiveness of the organization through high levels of efficiency. They also ensure high levels of stakeholder satisfaction. Not having this creates lost opportunity for growth through reduced profitability.
Controls & Governance:This is about meeting the regulatory requirements, having clear financial & decision making authority guidelines and mechanisms to monitor effectiveness of the governance processes. When this is strong, it establishes the organization/ entity as having good & transparent governance mechanisms that enhances its reputation as a corporate citizen. Strength in this also makes financial decision making easier across the organization. Absence or weakness of this is likely to reduce involvement and the effectiveness of the enterprise value as a lot of time could get wasted in figuring out if what the organization has done is indeed correct. On the flip side an excessive of controls that are not principle based or enabling can make the organization/ entity bureaucratic or stifling for its people.
This is about why the organization does what it does. This gives meaning & direction to the enterprise & organization value. This is its spirit. The 3 elements of this are:
Identity & Reputation:This is about having a mission/ purpose that is understood by all in its entirety that instils a sense of pride in the people. When this is strong, it creates a certain personality of the organization/ entity that makes it like a magnet – attracting some & not some others. This enhances the probability of getting the right people on board who find meaning for a long time with the organization/ entity. When this is absent/ weak, the chances of wrong people coming on board or people not feeling a sense of connection could be higher leading to higher attrition.
Values & Behaviours:This is about what the organization values; display of those values by individuals at all levels through their behaviours and decision making in accordance with those values. These again reinforce the “magnet” of the organization/ entity and give clarity about what behaviours will be valued in the organization. When values that enable business are commonly known and practiced, it makes working in the organization/ entity that much easier and is likely to bond those whose personal values resonate with those of the organization/ entity. In the absence of clearly articulated values or a shared understanding of the same, people are likely to behave differently and thus there could be pockets of sub cultures in the organization/ entity. This will reduce the effectiveness of the enterprise & organization value eventually.
Norms & Practices:This is about how mission/ purpose & values are brought alive through rituals, language & images and other innovative methods to create a work culture that reflects the organization identity. All this enables higher ownership amongst people and builds a culture crucial to the organization/ entity. Doing this enables the organization/ entity to live its purpose effectively & strengthens the practice of values. When this is strong, the processes are likely to run smoothly and thus the business delivery will be more effective. In its absence or weak presence, individuals could behave differently that could pull the organization in different directions or at least slow down the organization/ entity.