Creating a Value Net

1. Creatinga ValueNet Distinguished University Professor

2. Value Net Customers IHE Suppliers • Customers • Competitors • Complementors • Suppliers Competitors Complementors

3. The Hedgehog Concept in the Social Sectors What are you deeply passionate about What drives your resource engine What you can be best in the world at

4. Students Parents National Government State/County Government Companies Donors Customers

5. Faculty Staff Administrators Publishers (book, journals, online services) Suppliers

6. Other colleges K-12 Education Computers Housing Airlines Hotels Cultural Activities Local Employers Copy Shops Complementors

7. Other colleges Freelancing Faculty Private Enterprise Hospitals Museums Competitors

8. Value Net Customers IHE Suppliers • Customers • Competitors • Complementors • Suppliers Competitors Complementors

9. Strategic Relationships • Partners • Networks • Learning Communities • Alliances

10. Organizational Identity and Positioning • Compete • Cooperate • Collaborate • Co-opetition

11. Economic Engine in the Social Sectors High 2 3 Charitable support by private individuals: Cancer Society Blend charitable donations with business revenues: Red Cross, NYC Opera Depend upon Charitable Donations & Private Grants 1 4 Government-funded agencies: K-12 public education Heavy Business Revenue Stream: Tuition, Higher education Low High Low Depend upon Business Revenues

12. The Four Unnatural Acts • Sharing your ideas and best thinking with others including data and its potential meanings. • Using what other people have developed while rejecting the dreaded not-invented-here syndrome. • Collaborating by building on the expertise of other experts. • Improving by synthesizing and applying new ideas continuously while purging yesterday’s conventional wisdom.

13. Leveraging Resources • Expertise • Fiscal • Human • Technology Infrastructure • Data Information Management

14. Four Approaches to Leveraging Knowledge “Big Ideas” “Push the Frontier” Continuous synthesis and improvement of state-of- the-art understandings to push the frontier of a given paradigm Focused effort to create a fundamentally new idea that changes the rules of the game “Operational Excellence” “Capability Paradigm Shift” Continuous identification and application of best practices within a given paradigm to close the gap between best and worst practices One-time shift to a broad set of State-of-the-art understandings Followed by continuous improvement

15. Brand Management Perceived Quality Brand Associations Name Awareness Brand Mgt. Brand Loyalty Other Proprietary Brand Assets • Provides Value to Company • Brand Loyalty • Prices/Margins • Brand Extensions • Competitive Advantage • Provides Value to Customer • Processing of Information • Confidence in the Purchase Decision • Use Satisfaction

16. Making the Pie Bigger • Affordable • Accessible • Building Capacity • Developing Capabilities • Efficiency

17. 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 Intangible Assets