Lecture #1 - Value Grid

From Fear to Curiosity

David Rohrmann, Michael Hengl, Martin Sambauer

• Publisher: Das Integral
• Year: 2014
• eBook ISBN: 9783955778132
• Topic: Education
• Subtopic: Leadership in Education

In times of racing innovation and structural mega transformations, leaders of today's organisations need a map that helps them estimate several things: the complex and changing context, the transformation of their organisation and that of their own personality. The Value Grid is a basic model of the overall concept of the 1492.// School of Business. Those who internalise it are able to navigate themselves and their organisations through the currents of an uncertain development of their environment.

Lecture #1

Value Grid

-

From fear to curiosity

Copyright 2014: Michael Hengl, David Rohrmann, Martin Sambauer.

Autoren: Michael Hengl, David Rohrmann, Martin Sambauer.

ALL RIGHTS RESERVED. This book contains material protected under International and Federal Copyright Laws and Treaties. Any unauthorized reprint or use of this material is prohibited. No part of this book may be reproduced or transmitted in any form or by any means, electronic or mechanical, including photocopying, recording, or by any information storage and retrieval system without express written permission from the author / publisher.

If you would like to use parts of or the complete lecture in an educational context, please contact the publisher.

[email protected]

Publisher:

© 1492.// School of Business

Oberlupitsch 123

8992 Altaussee

Austria

Introduction

Value Grid

X-axis: development capability and time

X-axis: Time does not stand still

X-axis: Break-fix modes

X-area: Adaptive change

X-area: Transformative change

X-area: Innovative change

Y-axis: Value creation

Journey to the top

Repair model – the ravages of time

Hygiene model

Crossing over

Me-too model

Me-too as market entry strategy

Me-too and the danger of regression

Unique value proposition model: three for uniqueness

UVP and values

Experience

Transformation

First mover model: stranger than you can think

Paradigm change

The stampede of the game changer

Introduction

The Value Grid is a basic model of the overall concept of the 1492. School of Business. Those who internalise it are able to navigate themselves and their organisations through the currents of an uncertain development of their environment. In times of racing innovation and structural mega transformations, leaders of today’s organisations need a map that helps them estimate several things: the complex and changing context, the transformation of their organisation and that of their own personality. Users often notice to their surprise that they can evaluate their personal development through the Value Grid.

{Illustration Value Grid 01: strategy evaluation value grid}

Where do I stand? Do I fulfil certain social standards? Am I often passive or unconsciously unproductive (repair)? Am I always unprepared or too late (hygiene)? Can I contribute only with already known ideas to any innovation process (me-too) or do I perceive a somewhat unique acknowledgement that is directed specifically towards me (unique value proposition). Am I so creative that my impulses explore unknown territories (first mover)? Or are my interventions so ground-breaking and numerous that they change the rules of the game or even the game itself (game changer)? We have worked our way from the bottom-left corner of the Value Grid upwards towards the top right corner with these questions. The model is universal and can be applied in all social systems, whether they are market-driven companies, NGOs, humanitarian organisations, states, families, and even individuals.

The Value Grid was created from best-practice cases of 1492, consulting assignments for organisational and leadership development of international organisations, and long-standing research activities the University of Bayreuth and the University Witten Herdecke. Results from the collective intelligence research of the MIT Centre of Collective Intelligence and the Berkley Chair of Corporate Behaviour have inspired and confirmed the model. An example for its implementation can be found in the best-practice article in the Harvard Business Manager 10/20081.

1 http://wissen.harvardbusinessmanager.de/wissen/leseprobe/60337952/artikel.html

Value Grid

The Value Grid defines basic role models, which return in organisational and personal dimensions. It shows us what happens when the development capabilities of an individual or a system collapses below the zero point and how it destroys value there, like a black hole. But it also shows the wide horizon, which one can start exploring on a rewarding journey to create those values that inspire a whole generation.

Value creation should be considered holistically and multi-dimensionally to better understand developments of social systems and markets in their mutual interdependencies. We can project the role models of the Value Grid onto products, infrastructures, organisation structures, people leadership approaches, in other words, onto every dimension of organisational existence.

X-axis: development capability and time

{Illustration Value Grid 02: x-axis highlight}

Definition:

The x-axis describes the development capability of an individual or structure over time.

Individuals: capability and abilities

The development capability of individuals is defined by their competence in their abilities. Competency can be trained and developed, but only with sufficient basic abilities to do so. With an adequate self-assessment, our own compass can be adjusted to properly navigate through certain circumstances. Over ambitious ideas are as harmful as limiting self-doubts.

Structures: enablement or prevention

The development capability of structures is defined by the opposites of enablement or prevention. When structures prevent the development of the organisation, its artefacts, or the people depending on them, they need to be transformed or dissolved. When structures enable the development of a system, it becomes adaptive,...

Table of contents

• Introduction