Making Value Visible
summary
Argues for a repeatable Value Engineering process that turns fuzzy choices into numbers: borrow Cynefin, design thinking, Lean Startup and Agile, map options against 29 attributes of customer value, estimate attribute weights with relative sizing and planning‑poker, then compute a value/cost index in a simple spreadsheet. A prior agile build sank because 80% wasted effort went into unused features, so the model was tested on a one‑day Bangalore plan (options scored, ranked, and validated) and adopted for monthly initiative prioritization with measurable reduction of low‑value work.
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chapters (30)
- 0:00Intro
- 3:44GLOBAL MARKETING ROLE
- 5:05CIO ROLE
- 7:12SENIOR LEADER
- 8:06THERE MUST BE A BETTER WAY?
- 9:13BUSINESS / LEARNING AGILITY
- 11:37BELIEVING IS SEEING
- 12:23CYNEFIN FRAMEWORK FOR DEALING WITH COMPLEXITY
- 14:10DESIGN THINKING
- 16:10LEAN START-UP
- 16:58VALUE ENGINEERING / VALUE MODELS
- 20:12RELATIVE SIZING
- 21:28A3 THINKING / CANVASES / PLAN-ON-A-PAGE
- 22:09PUTTING IT ALL TOGETHER
- 23:21VALUE-BASED TRIP PLANNING
- 24:32DEFINE THE VALUE DRIVERS
- 26:26EVALUATE THE OPTIONS
- 28:43REVIEW THE OUTPUT
- 31:09ANYTHING MISSING?
- 31:43SOFTED DECISION ARCHITECTURE
- 34:42INTEL CASE STUDY
- 35:31CASE STUDY: CIANT
- 36:55PITFALLS AND TRAPS - OVER ENGINEERING
- 38:21FROM THIS
- 38:55PITFALLS AND TRAPS - NOT ENOUGH INFORMATION
- 40:40PITFALLS AND TRAPS - NOT EVOLVING
- 42:00PITFALLS AND TRAPS - CHANGE LEADERSHIP
- 42:53WHERE CAN I START?
- 43:05INVITATION
- 43:54WANT TO BECOME A VANGUARD OF VALUE?
