Creatinga ValueNet

Distinguished University Professor

Value Value NetNet

Customers

IHE

Suppliers

ComplementorsCompetitors • Customers

•Competitors

•Complementors

•Suppliers

The Hedgehog Concept in the Social Sectors

What are youdeeply passionate about

What drives your resourceengine

What you canbe best in theworld at

Customers Students Parents National

Government

State/County Government

Companies Donors

Suppliers Faculty Staff

Administrators Publishers

(book, journals, online services)

Complementors Other colleges K-12 Education Computers Housing Airlines

Hotels Cultural Activities Local Employers Copy Shops

Competitors Other colleges Freelancing

Faculty

Private Enterprise

Hospitals Museums

Value Value NetNet

Customers

IHE

Suppliers

ComplementorsCompetitors • Customers

•Competitors

•Complementors

•Suppliers

Strategic Relationships Partners Networks Learning

Communities Alliances

Organizational Identity and Positioning

Compete Cooperate Collaborate Co-opetition

Economic Engine in the Social Sectors

1

2 3

4Government-funded agencies:K-12 public education

Charitable support byprivate individuals:Cancer Society

Blend charitable donationswith business revenues:Red Cross, NYC Opera

Heavy Business RevenueStream:Tuition, Higher education

Low HighLow

High

Depend uponBusiness Revenues

Depend uponCharitable Donations &Private Grants

The Four Unnatural Acts

1. Sharing your ideas and best thinking with others including data and its potential meanings.

2. Using what other people have developed while rejecting the dreaded not-invented-here syndrome.

3. Collaborating by building on the expertise of other experts.

4. Improving by synthesizing and applying new ideas continuously while purging yesterday’s conventional wisdom.

Leveraging Resources Expertise Fiscal Human Technology Infrastructure Data Information Management

Four Approaches to Leveraging Knowledge

“Push the Frontier”Continuous synthesis and improvement of state-of-the-art understandings to push the frontier of a given paradigm

“Big Ideas”

Focused effort to create a fundamentally new idea thatchanges the rules of the game

“Operational Excellence”Continuous identification andapplication of best practices within a given paradigm to close the gap between best and worst practices

“Capability Paradigm Shift”

One-time shift to a broad set ofState-of-the-art understandingsFollowed by continuous improvement

Brand Mgt.Brand Loyalty

Name Awareness

Perceived QualityBrand Associations

Other Proprietary Brand Assets

Provides Value to Customer

• Processing of Information

•Confidence in the Purchase Decision

•Use Satisfaction

Provides Value to Company

•Brand Loyalty•Prices/Margins•Brand Extensions•Competitive Advantage

Brand Management

Making the Pie Bigger Affordable Accessible Building

Capacity Developing

Capabilities Efficiency

Intangible Assets Leadership Strategy Execution Communication and

Transparency Brand Equity Reputation Networks and

Alliances

Technology and Processes

Human Capital Work Place

Organization and Culture

Innovation Intellectual Capital Adaptability