1. Distinguished University Professor
Creating a Value Net

2. Value Net Customers IHE Suppliers Customers Competitors Complementors

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

4. Customers Students Parents National Government State/County Government
Companies
Donors

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

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

7. Competitors Other colleges Freelancing Faculty Private Enterprise
Hospitals
Museums

8. Value Net Customers IHE Suppliers Customers Competitors Complementors

9. Strategic Relationships
Partners
Networks
Learning Communities
Alliances

10. Organizational Identity and Positioning
Compete
Cooperate
Collaborate
Co-opetition

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

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

13. Leveraging Resources Expertise Fiscal Human Technology Infrastructure
Data Information Management

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

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

16. Making the Pie Bigger Affordable Accessible Building Capacity
Developing Capabilities
Efficiency

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