This document discusses routes to value analysis and its benefits. It describes defining value for an organization through a goal system and analyzing stakeholders and networks. Routes to value analysis can reduce risk, improve visibility of outcomes, and enhance decision making. It can be used with common project management methods. The document provides examples of applications like value-based contracting and strategy development. It encourages discussing applying these methods to further an organization's strategy, value, ability to change, and success.

1. Justin Hayward, CIR
HVM Graphene+ 2014
Oxford 15 May
www.hvm-uk.com

2. Confidence through
client track record
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###
#############################################################################an#innova1on#project
######a#global#mobile#data#project
############################################################################for#IT#projects
Petrofac#=#a#change#management#workstream#project
###########################################################################a#faculty#strategy#project
######the#Drill#Bits#division
##############################Life1me#Communica1on#–#new#venture#development
strategy#development#and#implementa1on
##########…and#11#Design#London#ventures#in#innova1on
IP#strategy#development#and#management#process##
Justin Hayward, CIR
HVM Graphene+ 2014
Oxford 15 May
www.hvm-uk.com

3. IP Management
Marketing
& Sales
ConferencesFunding
health
Bundled Resources !
for Client
Justin Hayward, CIR
HVM Graphene+ 2014
Oxford 15 May
www.hvm-uk.com

4. Routes to Value
2014
!

5. “How well we engineer our routes to market
will determine the value of our business.”
!

6. Value network analysis and stakeholders
Examples

7. VENDOR
Products
Services
Support
CUSTOMER
segments
Service
provider
Distributor
RetailerWeb site
Field sales
Contact centre
Influencers
Media
Analysts
User groups
Upstream
networks
Downstream
networks

8. A goal system that defines what value
means to your organisation
!
• Ensure the most effective
use of resources
• Test alternatives
• Track progress
• Minimise time to value

9. Why Routes to
Value?
A Assignment Confidence
Are these correct?
S Sufficiency Confidence
Are there enough links?
100% 100%
30%
100%
100%
30%
40%
100%100%
100%
100%
50%
50%
50%
50%
80%
20%
40%
60%
A 90%
S 90%
• Uncertainty proves to be the best predictor of outcomes.
• Have your team define their confidence in estimates of outcomes.
• Allocate resources accordingly.
• Decide what adds value at every level.

10. Benefits
Value&realised&for&cash&invested
%&performance&
targets&realised
%&cash&resource&consumed
GOAL
Safe&lim
it
Confidence&adjusted&target
• Reducing risk and time to value.
• Visibility of how and what actions
contribute to outcomes.
• Decision quality.
• Can be used in conjunction with most
common project management methods
• Fast and easy to set up and use.

11. Some applications of
RtV
• Value-based contracting
• Governance of application of public funds
• KPI and balanced scorecard inputs
• SME strategy development and tracking
!
An operating system for the organisation
Justin Hayward, CIR
HVM Graphene+ 2014
Oxford 15 May
www.hvm-uk.com

12. Next steps - we can come and discuss this with you
Applying any of the above methods, RtV,
opportunity prioritisation or impact
assessment to your current strategy will
make management time more
productively used, enhance the business,
its value, its ability to change and its likely
success.
The Routes to Value method comes from
work at IBM and research at Imperial College
cir@hvm-uk.com

13. Lead Generation & Sales
2014

14. Conferences
2014 Opportunities

15. Smart Systems Summit 2014 - London
8th Smart Homes 2014 - Cambridge
HVM Graphene+ 2014 - Cambridge
!
!
!

16. Justin Hayward, CIR
HVM Graphene+ 2014
Oxford 15 May
www.hvm-uk.com