Value Network Analysis

Value Networks for Better Business Collaboration

2 day workshop faciltitated by Verna Allee

Identify, enable and build effective networks to deliver significant productivity improvement in your organisation

Verna Allee, is a renowned and respected author, communicator and the leading provider of value network visualisation and analysis applications globally. Customers include Cisco, Boeing, SAP, eBay, Roche, Rolls Royce Marine Engine, Knoll, Kimberly-Clark, Ag Research (New Zealand), Mayo Clinic, Environment Canada, and many others.

See details of some of these case studies below:

KMRt presents Value Network Analysis

Thursday, Oct. 25th 2012 at 8:30am to Friday, Oct. 26th 2012 at 5pm

Melbourne Water, 990 Latrobe St Docklands, Victoria, Australia

8.30 registration for a 9 am start


  • More accurately depict business performance.
  • Identify quickly how the work really happens.
  • Activate your networks with a business focus.
  • Design work flows that work better (improve performance).
  • Align business processes and human interactions.
  • Monitor and predict when work processes are at a risk.
  • Improve performance of any business activity.
  • Gain greater value from collaboration.

2-Day Workshop Overview

Since 1993 the training provided on Value Network Analysis (VNA) methods and tools have been validated thoroughly, from shop-floor work teams to global action networks. During the two-day workshop we will cover:

-The Value Network Project
- Using the ValueNet Map
- Mapping Basics and Pitfalls
- Sequencing, Merging Maps, Exchange Analysis

- Nothing as practical as good theory
- Advanced Analysis
- Stories
- Tools and Advances

who should attend?

Those in Enterprise and Government who are responsible for developing strategies for, or the delivery of, effective business focused collaboration, including:
- KM practitioners
- OD managers
- Lean practitioners
- Continuous improvement managers
- HR Managers
- Operations and Line managers including those responsible for collaboration across partnerships and alliances.

Register to attend

Discounts: 20% for 2 or more attendees and another 20% for KMRt/SIRF members

Download the brochure here

click through to register your attendance

Case Study - Cisco

1. Using this ground breaking work, Cisco Systems Inc integrated once fragmented customer support network
Cisco Systems Inc had a problem with a fragmented customer support network in their organisation. It resulted in inconsistent levels of service and lost opportunities. Using this ground breaking work, they enabled people in the organisation to think about their roles and how they fitted into the company in a different way. This way of working with the business problem in a “networked way” unblocked much of the old thinking to enable Cisco to:
- Develop global strategies,
- Define new and existing roles,
- Reduce duplication and clarified role boundaries,
- Optimise call centre task flows, and
- Create new strategic impact and network performance metrics.

Case Study - Boeing

2. Boeing Example: Rapid restructuring for a major new product line
The Boeing Company needed to significantly improve productivity in a critical new business activity without any increase in resources. Using Value Network Analysis (VNA) in combination with process engineering, the flight test team were able to make some big changes:
- Completely changed the business unit model,
- Dramatically increase productivity,
- Dramatically increase the number of tests that could be performed in a single day,
- Achieve stretch targets set for the project, that were thought unachievable.

Case Study - Mayo Clinic

3. Mayo Clinic Example: A matter of life and death — scheduling for heart surgical procedures At one of the largest, most respected medical clinics in the US, Mayo Clinic, patients were frustrated by waiting up to six months to get a confirmed appointment for a critical medical procedure. The problem stubbornly resisted efforts for improvement. ValueNet Works® analysts identified a key bottleneck that other management tools could not clearly identify. The process delivered the following benefits:
- Reduced the wait time from 3 months to 4 weeks,
- Reduced cost,
- Reduced staff turnover,
- Increased revenue,
- Increased doctor satisfaction,
- Increased patient satisfaction.