Distinguished University Professor Creating a Value Net

Distinguished University Professor Creating a Value Net

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

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

Customers Students n Parents n National Government n State/County Government n Companies n Donors n

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

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

Competitors Other colleges n Freelancing Faculty n Private Enterprise n Hospitals n Museums n

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

Strategic Relationships Partners n Networks n Learning Communities n Alliances n

Organizational Identity and Positioning Compete n Cooperate n Collaborate n Co-opetition n

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

The Four Unnatural Acts 1. Sharing your ideas and best thinking with others including data and its potential meanings. 2. Using what other people have developed while rejecting the dreaded not-invented-here syndrome. 3. Collaborating by building on the expertise of other experts. 4. Improving by synthesizing and applying new ideas continuously while purging yesterday’s conventional wisdom.

Leveraging Resources Expertise n Fiscal n Human n Technology Infrastructure n Data Information Management n

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

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

Making the Pie Bigger Affordable n Accessible n Building Capacity n Developing Capabilities n Efficiency n

Intangible Assets n n n Leadership Strategy Execution Communication and Transparency Brand Equity Reputation Networks and Alliances n n n Technology and Processes Human Capital Work Place Organization and Culture Innovation Intellectual Capital Adaptability