A Value Creation Map Helps Analyze Internal Forces when Problem-Solving

Autodesk got its start when we democratized CAD technology by making it available on personal computers that were much less expensive than special-purpose workstations so that small mom and pop architect shops could graduate from using their drafting tables. We have never forgotten that and still serve Mom and Pop shops today, but in addition to small shops, we also have large firms as customers. For them, we are often a trusted advisor instead of just another vendor. Part of the reason is that we work closely with them to help them solve their workflow-related problems.

One of the things that some of our larger customers take advantage of is our Future of Making workshops. In these workshops, a customer identifies a problem that they are having, and Autodesk works with them to apply problem-solving techniques in pursuit of solutions. Over a series of blog posts, I have shared some of those techniques. This blog post shares another one.

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One approach to customer-workflow problem-solving is to:

1. FRAME THE CONTEXT — What is changing in your business?
2. ANALYZE FORCES — What is the impact to your business?
3. EXPLORE OPTIONS — What might you do differently?
4. ENVISION YOUR FUTURE — What should you do differently?
5. DECIDE BOLD STEPS — What will you do differently?

The list below contains hyperlinks to blog posts I have shared:

1. FRAME THE CONTEXT
   • Participant Map
   • STEEP Map
2. ANALYZE FORCES
   • SOAR Map
3. EXPLORE OPTIONS
   • Statement Starter
4. ENVISION YOUR FUTURE
   • Project Vision
5. DECIDE BOLD STEPS
   • Game Plan

Here's another technique that can be used during the ANALYZE FORCES step. A Value Creation Map identifies how your organization creates value.

The elements of a Value Creation Map include:

• Stage - What are the key stages of work (from beginning to end) that are managed by the organization?
• Who - Who are the people responsible for owning and carrying out the work?
• What - What are the key tasks performed by the organization? What are the major outputs?
• Tools - What are the key technologies used by the people to perform their tasks?
• Effectiveness - How is work measured in terms of its impact, efficiency, and productivity?
• Gains & Pains - How satisfied are an organization's customers at the moment?

By answering these questions for each stage that an organization executes, a map of how they create value emerges.

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The Value Creation Map was developed by Lean Methodologies.

Technique sharing is alive in the lab.