Increase organizational performance by embedding purpose-driven, evidence-based practices into organizational systems.
Individual performance has a small effect on overall performance. Organizations are complex and dynamic systems that often prevent performance and stifle success. We seek to remove these systemic barriers by following a small set of Guiding Principles.
Collaborate with change agents to develop and distribute standardized, practical, evidence-based guidance for removing systemic barriers to organizational performance.
Imagine your office - except good decisions are the encouraged, recognized, and rewarded.
Where Evidence-based management helps individual managers make rational choices, Valuüm helps embed rational decisions into the structure of the organization.
Our Guiding Principles
Humans are Irrational
"Don't bet against human nature unless you're playing to lose."
Our species is subject to all kinds of cognitive biases, errors, and illusions. These behaviours are as much a part of our nature as being bipedal or having thumbs: they define us. By acknowledging this aspect of ourselves right from the start we can alter organizational systems to work with human nature instead of fighting it.
Evidence Over Experience
"Time permitting, evidence over reasoning over experience."
Experience and instinct and going with your gut all have a place in modern organizations: last place. Organizations that follow the evidence are more likely to be top performers, no matter what the brains or the bellies are saying. When your organization adopts a value-in-action approach, you will see counterintuitive practices that deliver unexpected, positive results.
Purpose Predicts Profit
For almost a century western business experts have promoted the purpose-driven business. The trite version of this is "Do what you love and the money will follow." The practical version is "You can't charge for something worthless."
Purpose and profit are both associated with value: purpose considers the intrinsic motivators that prompt people to action; profit considers one extrinsic reward that may result from action.
Organizations are Complex Systems
"This job would be easy if it wasn't for the $#!7& people!"
Recognizing the systemic nature of organizations gives change agents and managers the freedom to consider the context of the current change effort, and to look for new opportunities to increase business performance. For example, thinking of a business as a set of processes is a potent tool for local optimization; seeing the interactions between processes is key to finding opportunities to improve performance.
Organizational systems have four major components: Humans, Concepts, Tools, and Information. Concepts include 'intangible' tools, such as processes, rules, standards, procedures, capabilities, and all models. Tools include 'tangible' tools, such as buildings, computers, shoes, pencils, and roads.
Valuüm means "value in action". We believe the evidence is clear: business performance doesn't need to be enhanced; it needs to be unleashed. Big performance increases come from looking at the way the organizational system performs as a whole.
The approach is distinct and complementary to most approaches to performance improvement: at Valuüm we seek systemic barriers to performance, and systemic ways to remove or avoid those barriers. Individual competency and skills will rarely be discussed. Elements of the organizational system are the focus.
To accomplish this, the people who change or maintain organizational systems must be willing to approach those systems in a new way. We focus on two stakeholder groups: Change Agents, and Managers.
Change Agents: The people who create, align, control, test, and implement change to organizational systems. These include business analysts, project managers, developers, engineers, testers, black belts, agilists, database administrators, business architects, enterprise architects, and more.
Managers: The people who organize and coordinate teams of people. Managers of Change Agents are of particular interest, as they can directly influence the integration of evidence-based, purpose-driven practices into organizational systems. Managers in operational groups are also in a position to demand an organizational system that enables performance and removes barriers to performance. Some managers are also Change Agents.