Effective collaborations need effective enabling structures
New forms of business models and partnership are required to realise the potential of shared value business opportunities, says C&E Advisory (C&E) and The Next Practice (TNP).
In a recently published paper, The Role of Value Networks, C&E and TNP have explored the role of value networks in the development and realisation of shared value.
A value network is a business architecture – in contrast to a conventional value chain – in which a group of independent partners from the corporate, government, and NGO sectors coordinate the delivery of their once separate services and products to increase the collective social and consumer benefits, they explain.
The complex nature of many shared value propositions often requires companies to draw upon the capacities, skills, competencies, assets, market presence and penetration of unusual partners. This may include other companies, NGOs, technical providers, government units, and education or academic institutions.
In the paper, TNP and C&E reveal how harnessing the business potential of these strategic and operational relationships requires a distinct, business-focussed, process-orientated approach.
C&E Advisory ceo, Manny Amadi, commented:“We’re seeing a clear move towards effective business collaborations in support of the increasingly recognised concept of shared value as a core proposition. But careful thinking is required to put enabling structures in place in order to harness and sustain new business opportunities. The challenge for practitioners remains how to navigate this unchartered territory.”
TNP's founding partner, Jeb Brugmann, added: “Shared value business ambitions need to be developed with the same rigour as conventional offer development. However, the business viability of incorporating greater social value into offers also requires new approaches to market research and design, new kinds of business models and operational procedures. Developing these new approaches will need to become a core capability of global companies.”
You can access the paper here.