Work life is completely changing as social networking and collaboration platforms allow a more human-centric way of organizing work. Yet work design tools, structures, processes, and systems are not evolving as rapidly, and in many cases are simply inadequate to support the new flexible and networked ways of working. Value Networks and the true nature of collaboration meets this challenge head on with a systematic, human-network approach to managing business operations and ecosystems. Value network modeling and analytics provide better support for collaborative, emergent work and complex activities. With examples from everyday work teams through complex large-scale networks, this book simply and coherently lays out the new basics of collaborative work design and value creating networks. It explains the underlying concepts and shows how to map, analyze, and leverage value networks in a way that supports high social values and ethical practices and achieve fast business results.

The Knowledge Evolution offers a unique and powerful road map for understanding knowledge creation, learning, and performance in everyday work. This book reframes current thinking by delving into the hidden world of knowledge supporting both individual and organizational performance, laying the foundation for the emerging art of knowledge management. Packed with best practices from leading edge companies, essential guidelines, design principles, analogies, and conceptual frameworks, it serves as a practical guidebook for mastering the Knowledge Era. It will help managers make more intelligent decisions about knowledge creation, reduce wasteful technology investments and lead to new ease and confidence in applying knowledge and learning principles for themselves and for their organizations. Verna Allee delves into current thinking and practice to unravel the genetic code of knowledge itself. This revolutionary approach has surfaced a simple and elegant knowledge archetype. She demonstrates how this archetype can help us deal with complexity and suggests ways of self-organizing that make profound sense in today's networked enterprises. From strategies for core knowledge competencies to the key components of individual expertise, The Knowledge Evolution zeroes in on the critical success factors for the knowledge-based enterprise. What emerges is an approach to knowledge management that is simple enough to communicate at every level of the organization, yet rich enough to encompass all the complexity of modern enterprises.Verna Allee is the founder of Integral Performance Group, a consulting practice in California that specializes in the learning organization, knowledge competencies, organizational systems change, systems thinking, total quality and learning, benchmarking support, best practices research, and strategic development. She holds a degree in the Study of Human Consciousness and her work is informed by a deep interest in intelligence, human development, cognition, intuition and consciousness. She is the author of Learning Links: Enhancing Individual and Team Performance, Pfeiffer and Co-Jossey Bass, 1996.

The measure of an airport performance and its efficiency is generally made using operational and financial data, thus providing a position rank in respect to a set of airports. But this methodology, by itself, cannot provide the true relationships between a certain position in the rank of an airport and the generated value associated with that position, either within the entire business system of the airport or within the inter-relationships that it establishes with the surrounding community. To understand the role that airport infrastructure plays within the regional development, not only a variety of relationships must be recognized, but also how they create or may create value. For better understanding of how processes and people create value in an airport network ecosystem, it is possible to use Value Network Analysis (VNA). VNA is a methodology that provides a capability to understand, visualize and optimize internal and external value networks of complex economic ecosystems, thus capturing dynamics of the entire system. This paper presents a map of the interrelationships between the airport’s players and the hinterland’s players in three different scenarios, the air traveler, the supply chain, and the infrastructure development, considering the related impacts in the form of the tertiary effects and the perpetual effects. The first scenario results from the existence of the air transport services for the use of individuals. The second is related with the airport suppliers and the services supplies to the air passenger and cargo when companies need a high speed and quality transport services. The third scenario considers perpetual effects associated with the regional economy considering that an infrastructure investment will raise the level of activity and stimulates productivity. These scenarios are comprised in a adapted model with four interconnected interface domains that we assume reinforce the sustainability of airport business activities within a territory in the long-term: Economic Development, Land Use, Infrastructures and Governance. This model is essentially an organizing tool that identifies key policy areas to improve integrated decision-making processes and is a conceptual framework for future research. The application of VNA methodology allows the recognition and assessment of impacts and relationships between multiple systems, thus avoiding an ad-hoc analysis and compartmentalized of issues. In the context of the present study not only a variety of relationships are recognized, but also how they create or may create value, allowing a better understanding of the role that airport infrastructure plays within the regional development. Keywords: Airports Infrastructure, Regional Development, Scenarios Evaluation, Value Network Analysis JEL-CODES: L93, O18 e R41

Many methodologies for analysis and management of intellectual capital (IC) function independently from established management approaches. This case study highlights how IC concepts can be integrated into mainstream questions facing management groups of all kinds, such as: How do we grow and optimize the performance of our organization? This case examines a two-phase project undertaken initially to fuel growth and innovation in a company in the home healthcare industry. Phase I of the project took a top-down look at IC as a resource. It used strategic IC tools such as inventories, assessments and mapping in order to help the company identify the most effective ways to grow and scale its sales group. Findings of this phase led to approval of increased headcount, new sales initiatives, reorganization of key job descriptions and the realization that selected improvements to structural capital would make everyone in the organization more effective. Phase II of the project took a bottom-up look at IC as a dynamic system. This phase was focused on scaling the organization to grow in the most efficient way. It dug deeper into the company's structural capital using Value Network Analysis. In this phase the employees of the business group were actively engaged in the analysis and identification of potential changes. In the course of the analysis several spontaneous fixes were undertaken by employees of some of the problems identified. Other results included improving a key sales closing process, constructing a knowledge-sharing platform, developing new data and training around competitive information, and creating business cases and data to support the sales process. The case holds a number of key learnings for IC practitioners:IC is not a separate field of studyIC is about bottom-up information and solutionsVisualization cuts through complexityIC is critical to growth and innovation

This report presents the final results of a study, 'Evaluation of Networks of Collaboration in IST Research within the European Research Area' (ERAnets), conducted for the European Commission. The ERAnets project developed and applied tools and methods to evaluate the networks of collaboration in information society technologies (IST) within the European Research Area (ERA), focusing on calls 1 and 2 of the Sixth Framework Programme (FP6).

PurposeThe purpose of this paper is to provide examples of evaluating value‐creating networks and to address the organizational issues and challenges of a network orientation.Design/methodology/approachValue network analysis was first developed in 1993 and was adapted in 1997 for intangible asset management. It has been applied from shopfloor work groups to business webs and economic regions. It draws from a theory base of living systems, knowledge management, complexity theory, and intangible asset management.FindingsThe paper provides an overview of a value network analysis method and examples and insights from its practical application.Research limitations/implicationsThe paper does not provide a detailed comparative analysis with social network analysis, but rather looks forward to where interest in social networks may evolve into continuing concentration on value‐creating networks.Practical implicationsValue network analysis provides an opportunity to overcome the “split” in business management practices, where human interactions and relationships reside in one world of models and practices, and business processes and transactions reside in another. The engineering approaches of the last two decades have focused on driving out variation, with the unanticipated consequence of stifling organizational agility and innovation. The more human‐centric orientation of the value network perspective brings these two worlds together in a powerful, simple, and pragmatic way to model business activities.Originality/valueThe paper augments and expands the growing application of social or organizational network analysis by pointing to a next generation of analysis and analytics that can support organizational effectiveness. The value network analysis method fills a gap between network theory and practical application for managers, executives, analysts, and researchers.

Intangible asset management has largely focused on valuation of intangible assets rather than conversion strategies. Value conversion is the act of converting one type of value (financial or non-financial) into another form of negotiable value. Without a thorough understanding of how intangible assets are effectively accumulated and deployed, static valuation measures have limited practical value. Value Network Analysis (VNA) has been successfully deployed in many different types of organisations to address strategic and operational issues, including intangible asset growth and utilisation. It is not a valuation method, but it is an integrative modelling language that readily links to other business performance models, including intangible asset monitors. The method coherently links indicators from strategic macro models down through the levels process, technology and data integration. An empirical study in 2007 demonstrated that VNA is a useful method for describing intangible value conversion at a macro level. This research was an evaluation study for the European Commission to better understand the impact of research networks on Intellectual Capital formation and competitiveness in regions. At the levels of organisation, network, and region, value network patterns were linked to specific patterns or 'thumbprints' of anticipated Intellectual Capital formation. The practical implication of this work is that it provides a possible solution to one of the most challenging business issues in the intangibles economy: describing and monitoring the role of intangibles in value creation. Many acknowledge that approximately 80% of a company's value lies in intangibles, yet practical methods for managing intangibles are not widely used. This problem is especially intense in government, civil society and non profit organisations, and networks. In these cases value impacts are exceedingly difficult to describe in only tangible or financial terms. VNA offers a scalable method for understanding the dynamics of intangibles and value creation at virtually every level of complexity from shop floor to regions and global networks.

Workspace design has not been keeping up with the evolving needs of mobile workers. Although the economic benefits of mobile work have been expanding for companies, few companies have mobile worker strategies that seriously address how new ways of working require different kinds of physical space, mobile devices, and office equipment. Popular mobile worker ``myths'' about the work they do, what they need when they are in the office, and even gender and age have led to costly mistakes in office design and installations and technology purchases. This paper presents findings from a mobile workforce study, in which value network analysis was used to define the roles mobile workers play, map the ways they interact with others and explore how this interaction impacts technology and workspace needs. The insights gained from this approach are helping workplace designers, technology providers, and workspace managers better meet the real needs of workers and use resources more effectively.

Purpose - The purpose of this paper is to provide examples and technical details for conducting a value network analysis that addresses the conversion and utilisation of intangible assets.Design/methodology/approach - Value network analysis was first developed in 1993 and was adapted in 1997 for intangible asset management. It has been tested in applications from shop floor work groups to business webs and economic regions. It draws from a theory based in living systems, knowledge management, complexity theory, system dynamics, and intangible asset management.Findings - The paper provides a high level of detail on the analysis method and insights from its practical application across a range of business issues. Tips are provided for how to integrate the methodology with other business analysis approaches.Research limitations/implications - The paper does not provide a comparative analysis with other methods because most other value network models are process views, social network analysis or clustering techniques.Practical implications - Sufficient detail is provided so researchers and practitioners will be able to apply the method in their own investigations. Further resources are noted, as well as access points to the global user community and open source tools.Originality/value - This paper is the first detailed publication of the value network analysis method, which has been acclaimed by experts in intangibles, network analysis, knowledge management, and process analysis. It fills a gap between theory and practice for managers, executives, analysts, and researchers.

PurposeTo better understand mobile work and the lives of mobile workers from the employee perspective and to identify aspects of mobile work that are working well or could be improved.Design/methodology/approachA survey of 557 respondents involved in mobile work, including managers and workers. Questions focused on how mobile workers identify roles and communicate socially/professionally; how they use space, technology, and collaborative tools; and how they feel about mobile working.FindingsIdentifies the workplace needs of mobile workers. Gaps in mobile workers' stated activities and work patterns are revealed in relation to current thinking about workspace utilisation. Considerable employee disenchantment suggests that office design is not supporting the new roles mobile workers are asked to fulfill.Research limitations/implicationsThis report summarises the findings of the first phase of a multi‐year research study which included 557 mobile worker respondents representing 84 world‐wide organisations.Practical implicationsDemonstrates the need to reconfigure physical infrastructure to support the rapid changes in business practices, such as mobile, flexible, and collaborative work. Results are useful to managers under pressure to make better use of existing resources, free up space, or grow without adding space.Originality/valueThe first multi‐year study of global mobile workers. Research has rarely examined the roles mobile workers play, the professional interactions they need to conduct, and differences in their output. Recent applications of network analysis in organisational settings have revealed that different roles can have very different needs for support of mobile work. Providing the necessary infrastructure by evaluating mobile worker roles creates new business opportunities and transforms the provision of space and services.

PurposeThe purpose of this paper is to review a systemic organizational change initiative for improving collaboration, innovation and value creation at a global telecom.Design/methodology/approachBased on a comprehensive internal assessment Telenor identified core issues and challenges in supporting collaboration after several years of dramatic global expansion. From the assessment the change leaders built a business case for launching a systemic change initiative. They chose a collaboration and partnering approach with multiple management groups, with an emphasis on networks and innovation. A two‐year roadmap was developed to build three meta capabilities in collaborative technologies, social innovation and network behaviors and new business thinking.FindingsThe case study is a mid‐point assessment of how the implementation is working. A small and smart approach for introducing new ideas and learning innovations into receptive and influential groups within Telenor, new ways of working are taking hold quickly. The equal emphasis on bringing in social innovation such as communities of practice and introducing a next generation of management tools is effectively changing behaviors that are supported by new collaborative technologies.Originality/valueCollaboration and knowledge sharing at Telenor is seen equally as a technology issue, a social innovation and behavior issue and a business issue. Many change efforts around knowledge sharing and collaboration emphasize technology or behaviors, but rarely address both effectively. This approach is more systemic than most because it not only addresses these two arenas, but also puts an unusually high emphasis on educating people into new business fundamentals such as the importance of intangible value and the power of networks.

Verna Allee, whose groundbreaking book 'The Knowledge Evolution' helped usher in the exploding field of knowledge management, has brought her experience-tested insights into an exciting new synthesis, penetrating to the very heart of value creation. 'The Future of Knowledge' strips away traditional business thinking to reveal the new patterns of management thought and practice essential for success in a more complex world. With a gift for making the complex simple and practical, Allee weaves together diverse threads such as business webs, communities of practice, knowledge technologies, intangibles, network analysis, and biology to show why organizations must be supported as living systems before their natural networked pattern of organization can emerge. Embodying Allee's visionary approach, 'The Future of Knowledge' brings forward a practical view of new theories, frameworks, tools, and methods offering businesses a guide to managing the increasing levels of complexity within their organizations and in society at large.'The Future of Knowledge' works on many levels:* At the strategic level, the new tools are intangible scorecards and understanding value networks* At the tactical level, the knowledge management tools for exchanging and applying knowledge are knowledge networks and communities of practice* At the operational level, a wealth of new technologies is supporting the codification, storage and delivery of the knowledge people need to complete their routine tasks.

With the acceleration of globalization, pressure has increased for more effective global public policy systems. Traditionally the systems were conceived as the purview of governments and intergovernmental agencies such as the United Nations and the World Bank. However, over the past decade the increasing scale of problems such as poverty and environmental degradation has proven well beyond the capacity of these organizations. In the midst of boisterous protests about the negative impacts of economic globalization, more complex multi-stakeholder approaches to global public policy have arisen. This paper looks at a particular multi-stakeholder approach, Global Action Networks (GANs), as complex systems in terms of “effectiveness” challenges. Understanding how to create effective GANs is critical to addressing numerous global issues. Based on several cases, this paper describes an analytical framework for GANs that focuses upon effectiveness and the development process. It then presents three analytical phases and the methodologies being developed to support the framework.

Introduction: the center keeps moving A new prosperity Evolution of business thinking Living networks Learning into complexity Power and limits of technology The web of knowledge Knowledge networks and learning communities Communal learning and beyond The New World of Intangibles Intangibles go to market The value network perspective Value network examples New business fundamentals Reflections Appendix: the knowledge complexity archetype.

Intellectual capital (IC) and intangibles offer a possible pathway for reconciling our business and economic models in an environment of global interdependencies, environmental concern and larger social responsibility. However, the most common intellectual capital frameworks still operate within a traditional view of the enterprise that limits the type of business and economic analysis that might be. Realizing the larger impact of the IC and intangibles perspective requires expanding potential value domains to include: business relationships; human competence; internal structures; social citizenship; environmental health and corporate identity. An expanded view of value allows us to begin redefining value to understand knowledge and intangible benefits as currency in their own right and attend to more types of value exchange. At the macro‐economic level this new thinking allows us to more fully appreciate intangible assets such as the social fabric of a country, healthy ecosystems, and previously unseen social and economic contributions.

Keeping track of the revenue stream is important, but it's equally important to track the flow of knowledge and intangibles.