Much is written about value. Even more is said about it. Value just might be the most overused word in business today.
At the organization level, we hear about customer value, shareholder value, and enterprise value. At the department level, Product Management wants its products to be perceived as good value not high cost. Sales wants to sell from value rather than feature/functions. And, Marketing is measured on the value of leads and brand equity.
Even support departments like Finance, IT and HR strive for value. Finance wants the return of value for capital deployed. IT must demonstrate value to its business unit customers. And, HR strives for a culture that recognizes the value of individuals.
If value is so important, why is there a dearth of proven ways to create and capture value in a given market space? A clear path to value would seem to be critical at a time when competitive differentiation is short-lived and the rate of change has accelerated.
My experience shows there is little content out there to help an enterprise know how to truly identify and realize top and/or bottom line value in their market. Which is enormously frustrating to client-side executives looking for clarity amidst the noise created by multitudes of companies touting their particular solution sets.
Wouldn’t it be nice to be shown the way to value rather than sold solutions? Wouldn’t it be nice to have a roadmap from a trusted advisor to guide your way to value — especially in a market that’s undergoing rapid change? You bet it would.