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Value network analysis is a business modeling methodology for understanding internal and external value networks. The methods include visualizing business activities and sets of relationships from a dynamic whole systems perspective and several unique analysis approaches for understanding value conversion of financial and non-financial assets, such as intellectual capital, into other forms of value. The value conversion question is critical in both social exchange theory that considers the cost/benefit returns of informal exchanges and more classical views of exchange value where there is concern with conversion of value into financial value or price. Value network analysis offers a taxonomy for non-financial business reporting, which is becoming increasingly important in SEC Filings. Such taxonomies are supported by Extensible Business Reporting Language XBRL. Venture capitalists and investors are concerned with the capability of a firm to create value in future. Financial statements are limited to current and past financial indicaters and valuations of capital assets. In contrast, value network analysis is one approach to assessing current and future capability for value creation and describe and analyze a business model.

Strong value-creating relationships support successful business endeavors at the operational, tactical, and strategic levels. A value network perspective encompasses both internal and external value networks — loose yet complex configurations of roles within industries, businesses, business units or functions and teams within organizations that engage in mutually beneficial relationships. Tools used in the past to analyze business value creation, such as value chain and value added, are linear and mechanistic approaches based on a process perspective. These approaches are simply inadequate to address this new level of business complexity where value creating activities occur in complex, interdependent and dynamic relationships between multiple sets of actors.

Value network analysis is an essential skill for a successful enterprise dependent on knowledge exchanges and collaborative relationships, which are now critical in almost every industry. This type of analysis helps individuals and work groups better manage their interactions and address operational issues, such as balancing workflows or improving communication. The approach also scales up to the business level to help forge stronger value-creating linkages with strategic partners and improve stakeholder relationships. It also integrates with other modeling tools such as Lean Manufacturing, Six Sigma, workflow tools, business process reengineering, social network analysis tools and system dynamics.

Value network analysis addresses both financial and non-financial value. Every business relationship includes contractual or mandated activities between participants — and also informal exchanges of knowledge, favors, and benefits. The analysis begins with a visual map or diagram that first shows the essential contractual, tangible revenue- or funding-related business transactions and exchanges that occur between each node of the networks. Although nodes typically represent roles, they can also be individuals, groups of individuals such as a business unit or aggregates of groups such as a type of business in an industry network.

Along with the more traditional business transactions the critical intangible exchanges are also mapped. Intangible exchanges are those mostly informal knowledge exchanges and benefits or support that build relationships and keep things running smoothly. These informal exchanges are actually the key to creating trust and opening pathways for innovation and new ideas. Traditional business practices ignore these important intangible exchanges, but they are made visible with a value network analysis.

The visualizations and diagrams link to a variety of assessments, usually handled in Excel type spreadsheets — to increase value outputs, to leverage knowledge and intangibles for improving financial and organizational performance, and to find new value opportunities. When the analysis is complete people gain insights into what is actually happening now, where more value can be realized, and what is required to achieve maximum value benefit across the entire business activity that is the focus of the analysis.

Allee, Verna. The Future of Knowledge: Increasing Prosperity through Value Networks. Butterworth-Heinemann, 2003.

1. [1] What is Value Network Analysis?
2. [2] Value Network Mapping Basics
3. [3] Exchange Analysis
4. [4] Impact Analysis
5. [5] Value Creation Analysis

• Value Network Clusters
• Open Value Networks Industry Consortium
• Open resource website for value network analysis
• GenIsis Open Source Tools and Techniques for value network analysis