The VCW is an Innovation Engine for Leaders to Support their Reasoning,
Present Arguments for Effective Decisions, and Get Shared Ownership for the Final Solutions
(VCW Lab version: 21/05/2019)
FOR WHOM IS THIS WEBPAGE?
The VCW Lab (VCW R&D) typically works with partners who distribute VCW products/services across the globe. The main goal of this webpage is to share information with these VCW partners. Diferent VCW partners across the globe and across different industries have ultimately different targets, different needs, and look for different types of impact. This explains why this webpage is very dense in information.
Official VCW Partners are required to have a written approval for the joint business model with the VCW Lab. KPIs are agreed with each partner depending on the type of partnership (e.g., defined by target market) and type of project (e.g., expected impact).
WHO OWNS THIS WEBPAGE?
This webpage is managed by the VCW Lab, which has its headquarters at Nova School of Business and Economics, Portugal.
Luís Filipe Lages is the creator of the VCW-VALUE CREATION WHEEL® and owns the VCW registered trademark. Official VCW Partners might use the information developed by the VCW Lab (e.g., info in this webpage, OpenVCW.com) to create their own VCW webpages and VCW products/services.
The VCW Lab has the tacit and explicit knowledge resulting from over two decades of accumulated experience in VCW projects and VCW partnerships.
VCW CASE-STUDIES & SCIENTIFIC ARTICLES
WHAT IS THE VCW?
“The VCW-Value Creation Wheel® is a decision-making meta-framework which helps KDMs (Key Decision Makers) to solve their challenges, while generating organizational and/or societal value.
The VCW defines value as the benefits received by KDMs and their stakeholders, minus the required effort (e.g., 3Ms- Manpower, Minute, Money), after implementing the solutions found by the VCW.”
Luis Filipe Lages, Creator of the VCW-Value Creation Wheel®
Full Professor and Director of the VCW Lab at Nova SBE, Nova University of Lisbon, Portugal
“The VCW is an enabler of decisions which are more considered (allows a broader range of alternatives), more focused and supported (allows the incorporation of filters), and more structured (allows to follow a process).
So, it makes decision-making more efficient and effective. ”
Paula Hortinha, CEO of Walk’in Clinics and ex-CEO of Jerónimo Martins Distribuição
“Let’s all think together, let’s do things together, let’s think. The question of thought is the basis for change. The VCW methodology is very good, in the sense of bringing people together and helping them to think and then ask for results. It is very beneficial because today a lot is done but little is thought. You have to think!”
António Vasconcelos, Chairman of Everis-NTT Data
WHAT ARE THE FIVE PHASES OF THE VCW?
The VCW is composed by 5 phases: 1) Discover Value, 2) Create Value, 3) Validate Value, 4) Capture Value, and 5) Consolidate Value. The VCW and its phases are capable of complementing, be integrated and/or integrating existing frameworks, models and tools across different fields. This explains why the VCW is a meta-framework.
The VCW helps Leaders to find customized and consensual solutions for problems/challenges. The VCW follows a structured and dynamic process that helps Leaders to involve all the Key Decision Makers and their stakeholders (e.g., customers, employees, suppliers, distributors, investors, & shareholders) in the problem-solving process. Through a co-creation process, different parts of the ecosystem are invited to generate ideas to solve a challenge as well as the filters/criteria to select those ideas.
KDMs have the final word in deciding the initial challenge and KPIs (phase 1), selecting the main ideas and criteria (phase 3), and validating the implementation and monitoring achieved KPIs (phase 5). At the beginning of each project (phase 1), KDMs establish the 3Ms and the baseline KPIs for each specific challenge. The difference between the final and baseline KPIs, minus the required effort to solve the challenge (e.g., 3Ms- Manpower, Minute & Money), allows to assess the added value of each VCW project.
HOW DIFFERENT IS THE VCW FROM EXISTING TOOLS & FRAMEWORKS?
1) The VCW is a decision-making framework which focus exclusively on solving challenges defined by the KDMs (Key Decision Makers) with the support of internal and external stakeholders. The VCW involves the KDMs in critical stages. This explains the high success rate of the VCW framework and why the majority of the final solutions are implemented.
2) The VCW meta-framework can complement, integrate or be integrated by other frameworks in order to find well justified, implementable and customized solutions to the challenges of KDMs.
3) The VCW has a systematized co-creation process of discovering customized, consensual, and implementable ideas (Go/No-Go) for KDMs. As such, the final solutions are often supported by the different stakeholders.
4) The VCW creates value by offering supported solutions which can be defended by KDMs due to a sequence of well-established arguments which result from a set of well-supported criteria/filters. As such, the VCW simplifies and saves resources in the problem-solving process.
Is it compulsory to have scientific supervision to implement a VCW project?
Although the answer is no for VCW Sprints, it is strongly advised scientific supervision for VCW projects. This is due to the following reasons:
- The VCW team has accumulated both tacit and explicit knowledge, which result from over two decades of VCW projects, conducted in different contexts (i.e., different problems, countries, industries, and organizations of different sizes).
- Depending on the context and resources, different tools might be used for the different phases of the VCW meta-framework (e.g., there are different possibilities to approach the challenge, methods which might be more appropriate / effective).
- In longer and complex projects, boards and KDMs expect quick answers to their questions (e.g., straighforward questions about VCW phases and possible impact). Teams without experience with the VCW cannot answer these questions.
- Formal partnerships with the VCW Lab and/or VCW Center at Nova provide access to additional specialized resources to better address challenges in different contexts.
VCW FOR GREAT LEADERSHIP
Pioneers, Leaders and Key Decision Makers (KDMs) need to:
- have a clear rational supporting their decisions and use a problem-solving process, which leads to the most appropriate solution.
- have access to information in a simultaneous agile and structured way. This information is critical to help to solve their challenges (e.g., info of the organizational and external context),
- involve others in the problem-solving process, in order to build solutions which are understood , accepted, and “owned” by others.
- share the options and criteria behind his/her decisions and this way get shared ownership for the final solutions.
The VCW can be used to support “Great Leadership”. By following the VCW path, now “Great Leaders” have a tool which might be used to:
- Follow a both agile and structured problem-solving process, and allow others to better understand and accept their decisions, namely:
a. the Why?
b. the How?
c. the What?
- Gather information before solving a challenge, namely:
a. start from a wide range of ideas,
b. consider different pros and cons (criteria/filters) of different options,
- Co-create and incorporate different perspectives into problem-solving, such as from:
a. other key decision makers
b. different internal and external stakeholders
c. skeptics, laggards and the devil’s advocate in the decision making process
- Share the reasons and support the “Why” of his/her decisions, and this way involving the community and, consequently, gettting shared ownership.
HOW CAN THE VCW BE USED TO HELP LEADERS?
All of us are Leaders because all of us have the capability to be pioneers in solving challenges and/or contribute with our perspectives for those who have the power to do so (i.e. the Key Decision Makers). These challenges might be for example challenges/problems in our organizations, life, groups, or countries.
The VCW is a powerful tool for Leaders who wish to involve others to gather insights to find reliable and supported solutions. The great majority of Leaders decisions require an investment in terms of 3M resources (i.e., manpower, minute and/or money). The VCW might for example help the Board to take hard (investment) decisions because after applying the VCW tool, Leaders will have reasoning behind their decisions, and consequently will be able to present a rational for the WHY. This way the VCW allows providing structured information in a flexible way, will be very useful in reducing the risks associated with making resource allocation decisions.
In sum, the VCW builds in the power of co-creation and systematizing collective intelligence, in order to help Leaders to solve a problem/challenge, present the reasoning (i.e., the Why), and consequently find support for the final decisions.
What is the difference between a Leader and a Key Decision Maker (KDM)?
A KDM is defined as someone who has power and access to the 3Ms resources: Manpower (people), Minute (time) and Money (budget) (Lages, 2016). Very often, KDMs are perceived as Leaders. If a Leader is not a KDM, it is expected to have the capability to involve/influence KDMs.
In sum, a KDM is a Leader but a Leader is not necessarily a KDM. As a Leader, I can use the VCW tool to find solutions for challenges, explain the Why, and present arguments for (investment) decisions.
All of Us are Leaders: Sharpen your Leadership Skills with the VCW (video)
VCW IMPACT ACROSS THE GLOBE: LEADERS’ OPINIONS
Over 200 organizations in more than 20 countries across the globe have applied the VCW to solve their challenges.
These organizations include Aga Khan Foundation, Airbus, Altran, AstraZeneca / Santis, AXA, Babson College, Bank of Cyprus, Casa Menino Jesus de Praga, Cathay Pacific Airways, Claranet, Cyta-Vodafone, Credit Suisse, Crowne Plaza, Deimos-Elecnor Group, DNS .pt, Eurocopter / Airbus Helicopters, Eurolife Insurance, Everis-NTT Data, Fundação Ageas & Impact Hub, Flying Tiger, Forbach city, Four Seasons, GDF Suez, Gemalto, GirlMove, G.H.B., IGT, INCM-Casa da Moeda, InvestLisboa, IPO Porto, ITER, Healthcare City, Jerónimo Martins, Liga Portugal, Lufthansa Technik, Mastercard, McDonald’s, Marseille University, MIT, Montepio Acredita Portugal, Nova University of Lisbon, OKTAN, Otis, Piraeus Bank, Renova, Rio Tinto Alcan, Sagrado Coração de Maria, Santander, Santa Casa Misericórdia Lisboa, Technik, theCamp, Thomson Reuters, Uniplaces, UNOX S.p.A., UPS, Vienna International Airport, among many others.
VCW as an Engine for Organizational Impact, Risk Management, and Reducing Uncertainty of Resources Investment
“One of the advantages of the VCW is to help to anticipate, identify and evaluate impact.”
João Viana Ferreira, Director of Everis-NTT Data (Consultancy Firm)
“It appears straightforward to use Tunisian sources for product Y. By applying the right filters from the VCW it was clear to focus on other sources. After applying the VCW, we are sure, we should focus sourcing product Y from a specific region in Spain. Now I can explain and visualize in a simple way to the Board the need of 5 million Euro for this operation.”
CEO and Shareholder of a Trade Investment Company
“We have the basic know-how and the tools to gain more awareness online. What we lack is an investment decision and a methodology to sustain it. Now it is available. (…) (The VCW is) a solid method to take fundamental decisions, namely resource investment decisions.”
José Pinheiro, Director of International Business Development of Renova (a FMCG Manufacturing Firm)
“After implementing the project to build an innovation ecosystem, Company X has multiplied the return of its initial investment in the project by more than six times.”
Director of a Consulting Firm (VCW partner)
“Fund-Raising is a huge challenge for non-profits. The VCW methodology makes us prioritize our scope and from there help to be specific about what to focus on to reach our dream one campaign at a time. Both main ideas will be pursued in the short-term. The idea regarding organizing an ocean expedition as a fund-raising vessel is pertinent through the long-run… as is the partnership with Cabo d’Mar.”
João Macedo, Founding Partner and Head-Coach Surf Academia Joao Macedo
VCW as an Agile and Structured Tool for Reasoning and Guiding Decision Making
“The VCW framework forced us to do one step after the other and adopt a more rational approach than the one we would have used otherwise. Moreover, it is very flexible and it allowed us to go back and revise.”
Chiara Franzolin, Director of Operations at UNOX S.p.A.
“The VCW value comes from the reasoning; now we have great arguments to support our recruiting decision.”
Tânia Marques, HRM Manager of Deimos Engenharia (an Engineering Company)
“The Value Creation Wheel model is very useful to understand reality, to model it, and then to use it for policies and policy making.”
Peter Villax, Chairman of Hovione Capital
“These ideas are aligned with what MasterCard wants; so I guess the filtering process worked”
Eva Ruiz Cendon, Marketing and Communications Director of Mastercard for Portugal and Spain
“The path that this project has indicated, will be implemented in the future new business plan for the company.”
Marta Lopes, New Business Manager at JMD-Jerónimo Martins Distribuição
VCW for Responsible Leadership and Change
The VCW helps engaging KDMs and Stakeholders in co-creation and thinking. It provides structured and well-thought decisions and avoids that the decision making proceeds too precipitously.
All companies have to change, create conditions for change because if they do not change they will have problems in the short or medium term. To change you have to think. We must think what we want, how we are going to do it. This methodology helps and compels people to think because it puts them all in the same place to think together. Let’s all think together, let’s do things together, let’s think. The question of thought is the basis for change. The VCW methodology is very good, in the sense of bringing people together and helping them to think and then ask for results. It is very beneficial because today a lot is done but little is thought. You have to think!
It is imperative to involve top management in the thinking. Although there may be contributions from all levels within the organization, this methodology has to be used in conjunction with the Key Decision Makers (KDMs) of companies or organizations, (…) the people who decide because they will be the ones implementing the change.
António Vasconcelos, Chairman of Everis-NTT Data
The VCW helped us in stopping and reflecting on what we are doing, what we could do and how we could do that. It forced us to devote more attention to Employer Branding; how to increase our reputation as one of the best employers to attract young talents in Veneto area (Italy)? All three final ideas will start to be implemented at the beginning of 2019. The findings will be shared with all the organization and maybe other companies of the group.(…) (The VCW is) useful to solve issues that involves more than one team given the characteristics of involving multiple stakeholders and listening to all of them.”
Sofia Canton, Human Resources Manager, Recruiting and Employer Branding Specialist at UNOX S.p.A.
VCW as a Tool for Building Communication Bridges, Positive Emotions, and Partnerships
Photo: Bridge D. Luis, Porto, Portugal
“The VCW helped to manage the consortium, definitely. In the NextGEOSS, the most important part of the project was to be able to convey the message of the project to the client services. We wouldn’t have such a targeted value proposition and public image for the project without the VCW. (…) The VCW had a huge impact. If it was not for the VCW, we wouldn’t have passed the message and make the decision pass. (…) The biggest strength of the VCW is that you take everything into account in shaping a decision, and build a solid case to get it pass the board, which would not have been easily accepted otherwise. It also connects your own views with those of the main stakeholders, which are involved in and take ownership of the all process. (…) It does help to manage the consortium. (…)“
Nuno Catarino, Head of the Data Systems Division of the Deimos Elecnor Group. He is also in charge of managing a VCW implementation to find the value proposition in the 10M€ H2020 project NextGEOSS, involving 27 partners across 13 different countries.
“We’re normally subject to putting out fires here in the office, and don’t usually have time to think about and debate ideas such as these (…) in the last couple of minutes we’ve managed to have an effective and efficient discussion that we haven’t been able to have for months.”
Country Manager of a Financial Services Organization
“The VCW led to the conclusion that the technological solution proposed by our past consultants is the most appropriate one. The main difference is that after the VCW process we now have a clear documentation of WHY the solution should be selected.”
HRM Director of an Energy Company
VCW as a Tool for Managing Paradoxes and Unblocking Decisions
“To create value using an open minded methodology in which there are no bad ideas and where we should, in the box, out of the box or even without a box, face the paradoxes of our healthcare companies, it is a stimulating challenge and I suspect that absolutely necessary in the context of our healthcare services.”
Manuel Delgado, Secretary of State of Health of Portugal
VCW: HELPING PIONEERS AND GREAT LEADERS TO INNOVATE AND CREATE VALUE
Photo of Monument of the Discoveries, Lisbon, Portugal; Padrão dos Descobrimentos, Lisboa, Portugal
VCW as an Innovation Engine for Value Creation and Building Innovation Ecosystems which Produce Reliable Solutions
“Creating momentum is how I interpret the idea of VCW as an Innovation Engine. The engine has to start and it has to scale up and speed up. From the perspective of economic analysis, short-, medium- and long-term are often put into different silos and you cannot go from one to the other smoothly. You should not do this here either! In presenting VCW results, make sure that the link between the short-term, medium-term and long-term are smooth, or momentum-driven if you prefer. The reason for this is that, if it is only short-run people will not care whereas, if it is only long-term there will be not a sense of urgency.”
Jorge Braga de Macedo, Nova SBE Emeritus Professor of Economics, Ex-Minister of Finance of Portugal
“Knowing our ability to innovate, we needed to industrialize innovation. Professor Luis Lages (…) helped us
with his VCW methodology to manage this process internally and industrialize innovation.”
Gonçalo Caseiro, Board Member of INCM-Casa da Moeda (an Industrial Firm)
“The Deimos-VCW partnership has been a great contribution to the development of an innovation ecosystem in our company. (… Therefore), we hereby confirm our commitment to keep and nurture the Deimos-VCW partnership for the future.”
Nuno Ávila Martins, General Manager of Deimos Engenharia and Vânia Fonseca, Innovation and Sustainability Specialist (an Aerospace Company which Implemented 11 VCW Projects over a period of four years)
VCW as an Innovation and Transversal Problem Solving Tool for Pioneers
“VCW is an innovation methodology, and aids in finding the solutions for any kind of problems (…) It can be applied in every conceivable area, at internal or client level.”
Fernando Amaro, Director of Social Economy and Government Sector at Bank Montepio
“Our association uses the VCW methodology to define every area of its existence, which is much more than a specific project. (…) We use the VCW to understand how we can create more value for our financier. (…) Moreover, we used the VCW to define not only the entire operative model throughout the year (…) but also our mission, and the entire association service model to be catered for the Portuguese society.”
Pedro Queiró, CEO of Acredita Portugal
“With the VCW we got fresh and out-of-the-box ideas. We can also replicate this process to other products and services.”
Aurélio Duarte, Marketing Director of Claranet (Provider of Network, Hosting and Managed Application Services)
VCW: EDUCATING AND LEARNING FROM PIONEERS AND TODAY’S WORLD LEADERS
Photo of Monument of “Rosa dos Ventos”, Lisbon, Portugal
VCW Impact on Executive Education: Perspective of Directors and Students
“Dear Luis, Attached the usual evaluation with the usual outstanding result. Thanks a lot! I will call X tomorrow and see whether we may fix a deal for long-term collaboration.”
Director of an MBA Program
“Dear Luis, Once again I want to say thank you for tremendous contribution to our Executive MBA Program. The students were very impressed by your lecture and classes conducted with them. I hope you’ve reached your home with no problems and with good memories about us. Soon, we will send an invitation to offer an elective course for our students and I hope you will wish to propose something as well. All the best and with regards.”
Director of an EMBA Program
“I loved the open feedback on our work”
It was fun to have the option to discuss everything and also see how a model like the VCW was developed.”
“A really good lecturer with impressing experience.”
“The lectures were perfectly divided into theoretical and practical components.”
“Great and Professional Professor.”
“Very good professor”
“Excelente e muito divertido! Muito adequado aos problemas que enfrentamos.”
(proofs of course evaluations/statements of executives, MBA and EMBA students are available to partners upon request)
VCW Impact on Executive Education: Evaluation from a Faculty Peer
Below is presented a Faculty Peer report of an EMBA Professor of a leading European School about a VCW class to an EMBA course
“Superior knowledge and knowledge transfer. Prof. Lages has himself developed the core framework he focuses on in delivering the (…) module – the Value Creation Wheel (VCW), which is a real-life problem solving meta-framework that helps solve the top priority problems, challenges and paradoxes of organizations. He displays ease in theory delivery and explanation. He is flexible to move between individual comments and proposals and prior framework learnings to illustrate a point or raise awareness for an issue. He is measured and clear in the delivery and is a fluent English language speaker. (…)
Prof. Lages engages in casual, clear and concise communication of the subject matter and is inviting student input. Student participation was active and natural on this first session of a July Sunday, displaying good rapport between parties. All questions posed received clear answers, most of the time with an example or reference to the case at hand. Luis has a pragmatic and engaging approach to challenging and coaching students – guiding them to answers. He encourages discussion, he asks for explanations and the logic behind suggestions and answers. He handles questions well, including one question from a student for the drawbacks of the VCW and when it has not worked. Students are active, participate, and have an uninhibited communication with the professor. As a whole, faculty-student interaction is a very strong aspect of Luis’s teaching. (…) The professor is confident and enthusiastic about the subject. I observed an exemplary and engaging use of teaching techniques, positive dynamics and lively student involvement in class.
I can marginally add with feedback as: The professor might be more insistent on all students following the schedule and preparing / reading all materials to be covered as the case studies are very valuable for the knowledge delivery and understanding. In this instance only 40-50% of students had covered the assigned readings. Prof. Lages reacted well and remedied with a brief overview of the case. Perhaps some carrot or stick approach can be used, as well as a reminder for case coverage to assure students help themselves to get the full benefit from the lecture.
In conclusion, I believe that Prof. Lages provides an excellent addition to the EMBA curriculum with the best practice approach to learning based on a balanced mix of theory, interactive cases and personal value creation development, with the way he manages the classroom and student attention and with an active and engaging teaching style.“
Faculty Peer Evaluation after attending 4h of an EMBA class
VCW Impact on Students, Start-Ups, and NGOs
Students often apply the VCW to solve challenges of start-ups and NGOs, which often do not have the resources to support consultancy projects. These partnership providea lot of added value for students as well as for organizations. These organizations are required to sign a mutual agreement with the VCW Lab which allows to disclose the case-study and respective data/findings. Below are some examples of these partnerships:
“The VCW increases communication with stakeholders, facilitates dialogue, facilitates students’ understanding of business difficulties, facilitates planning. Motivates (…to continue our journey).”
Alexandra Santos, owner of the start-up Livros Pangaea
“The Value of VCW for a start-up non-profit association is to be able to implement a methodology that we can grow with and keep revisiting to maintain growth. It helped us structure and clearly identify our challenges and a path to solve them. We now feel more equipped to help save global ocean problems, one at a time!“
João Macedo, Co-Founder of AMA and World Surfing Reserves Movement
“The VCW clearly helped designing a battle plan for marketing in 2019. Easy to follow with a structured approach. Excelent roadmap.(…) The VCW helped with social media and presence at events (short-term impact) and comunity engagement and website enhancement (medium-term impact). (We will continue using it) as a roadmap for business strategy, determining KPIs to follow implementation (and) externally to communicate the needs and ensure everybody has a focus target. It allows to sit down and spend time thinking beside contant action.”
Cristophe Cordonnier, President of the start-up Lagoped
“The VCW is a methodology that helps to focus in every aspect of a project, company or organization within the scope of problem-solving. With the VCW we can develop solutions regardless of any constraints.”
João Valente, CEO of SURF Portugal
VCW AS POWERFUL TOOL TO SUPPORT PROJECTS FROM EU, HORIZON 2020 AND EUROPEAN SPACE AGENCY
Photo of European Union Flags
Currently the VCW is being used to support three EU / Horizon2020 Tenders for research and innovation in the fields of Aerospace, Oceans/Fishing, and Farming/Forests.
In the past, the VCW also supported different EU / Horizon2020 and ESA projects. It played a critical role in guiding the decision making process and/or in transference of technology to the market, such as in the case of the following consortiums:
For example, in the case of NextGEOSS 10M€ project, the VCW played a critical role (see interview below).
Nuno Catarino is Head of the Data Systems Division of the Deimos Elecnor Group. He is also in charge of managing a 10M€ H2020 project NextGEOSS, involving 27 partners across 13 different countries. Since Nuno had a past extensive experience with supervising several VCW projects at Deimos, he decided to use the VCW once again within this project to help identifying the value proposition. This value proposition would need to be approved by the Executive Board (i.e., a total of 8 partners representing the 27 partners). Below is presented an interview with Nuno Catarino in charge of managing this European project:
“The VCW helped to manage the consortium, definitely. In the NextGEOSS, the most important part of the project was to be able to convey the message of the project to the client services. We wouldn’t have such a targeted value proposition and public image for the project without the VCW. (…)
The VCW had a huge impact. If it was not for the VCW, we wouldn’t have passed the message and make the decision pass. (…) The biggest strength of the VCW is that you take everything into account in shaping a decision, and build a solid case to get it pass the board, which would not have been easily accepted otherwise. It also connects your own views with those of the main stakeholders, which are involved in and take ownership of the all process. (…)
It does help to manage the consortium. That’s the strongest point of the VCW. If you want to take a decision on a consortium, which has different decision weights for different people, depending on your own opinion, you manage to steer the decision towards something that you endive. It helps to improve the decision itself and also to direct the other people to your mindset of the decision. It did help to manage the consortium (…).
The VCW is very powerful for boards because they are effectively engaged, have opportunity to give inputs without a big waste of time, avoiding long board discussions. It is about efficient, but shared ownership. If you have a negotiation between board members for a decision, you are very likely to have conflicting points of views. Here, since you typically have a more junior person conducting the process, you don’t have any conflicts. You avoid all the conflicts and put all of them into the VCW process. (…)
The value of the VCW is as big as the problem is well-defined. If it is well-defined it can have a big impact. The VCW is very useful in projects where you are in the boundary of taking these decisions. When we have a very clear view about what the problem is, the VCW can be very effective; as opposed to when the problems are too broad.”
Nuno Catarino, Division Head Payload Data Ground Segment at Deimos Elecnor Group & Senior Project Manager at Deimos Engenharia
VCW: PERSPECTIVE FROM PORTUGUESE PUBLIC POLICY MAKERS
Photo of the Portuguese flag
“It is with great pleasure that I see in a university the emergence of this model of problem solving Value Creation Wheel, initially created to meet the needs of the business sector but whose application can be extended to the social sector. (…) I never get tired of highlighting these good examples because we increasingly need knowledge to support the decision and the social policy initiative. Congratulations to Professor Luís Filipe Lages and his team for this work and good wishes for the future.”
Maria Manuel Leitão Marques, Minister of the Presidency and of Administrative Modernisation
“Creating momentum is how I interpret the idea of VCW as an Innovation Engine. The engine has to start and it has to scale up and speed up. (…) In presenting VCW results, make sure that the link between the short-term, medium-term and long-term are smooth, or momentum-driven if you prefer.”
Jorge Braga de Macedo, Nova SBE Emeritus Professor of Economics, Ex-Minister of Finance of Portugal
“I consider very interesting the existence of tools to support managers in decision making to create the maximum possible value, as is the case of Value Creation Wheel created by Professor Luis Filipe Lages and his team. The VCW helps to think innovation and value capturing in companies and organizations in sectors as diverse as aerospace, biology, energy, etc. There are also great opportunities for innovation in the world, social opportunities in societal challenges, also very diverse as climate change, healthcare, unemployment, poverty, among others.”
Ana Teresa Lehmann, Secretary of State of Industry of Portugal
“Innovation for the future has to be much more methodical, and method for innovation is exactly what the VCW is about.”
Daniel Traça, Director of Nova School of Business and Economics
Additional KDMs and leaders’ opinions about VCW impact:
VCW SOCIAL IMPACT: LEADERS’ OPINIONS
“The VCW helps to think innovation and value capturing in companies and organizations in sectors as diverse as aerospace, biology, energy, etc. There are also great opportunities for innovation in the world, social opportunities in societal challenges, also very diverse as climate change, healthcare, unemployment, poverty, among others.”
Ana Teresa Lehmann, Secretary of State of Industry of Portugal
“(The VCW helped) working on an individual value proposition (…) After working with the VCW they did a career development plan,
and in this plan, they were much more focused, with a better grasp of what they want to be and want to do.”
Alexandra Machado, Executive Director of GirlMove (a Leadership and Entrepreneurship Academy)
“We serve 40 communities with 7000 volunteers and 6000 beneficiaries and about 1500 partners. (…) Due to our expansion and growth, we were searching for solutions for these new challenges, and in this case,
VCW was used as a tool to help us to deepen our understanding of different problems.”
Hunter Halder, Founder of ReFood (an International Voluntary Organization)
“Last year, we used this methodology to find solutions to improve the school meal. (…) This is an excellent framework to put the entire school community thinking together about the best solutions to improve the food served at school. This framework was very useful, but it was also good to make the children aware that their opinions matter and they can help solving problems that affect them too.”
Maria Elsa Lopes, Teacher at Sagrado Coração de Maria (Primary School)
Additional leaders’ opinions about
VCW Social Impact (video)
VCW AND THE UNITED NATION SUSTAINABLE DEVELOPMENT GOALS
The VCW has the capability to create partnerships and involve all the stakeholders in a clear decision making process. It helps them to be aligned in order to achieve a common solution which is transparent for all the different parts.
Photo of the United Nations Flag
The VCW is being used to contribute to achieve the Sustainable Development Goals.
“A successful sustainable development agenda requires partnerships between governments, the private sector and civil society. These inclusive partnerships built upon principles and values, a shared vision, and shared goals that place people and the planet at the centre, are needed at the global, regional, national and local level.”
Within this context, the VCW is currently being used to support three EU/ Horizon2020 applications in the fields of Aerospace, Oceans/Fishing, and Farming/Forests. In the past, the VCW also supported different EU / Horizon2020 projects and helped to manage projects within consortiums across different countries. It played a critical role in guiding the decision making process and/or in transference of technology to the market such as in the case of the following consortiums:
Over the years, the VCW has contributed for Social Impact and to help to address many of the Sustainable Development Goals (SDG). The projects professionally developed subjected to NDAs are not presented in here. Below we present only the VCW videos of non-confidential projects. The majority of non-confidential projects below were developed by university students concerned with the SDG.
• Goal 1: End Poverty in all its forms: video 1, video 2, video 3
• Goal 2: Zero Hunger: video 1, video 2, video 3 (starts 3m57s), video 4, video 5
• Goal 3: Good Health and Well-Being: video 1, video 2, video 3, video 4, video 5, video 6, video 7, video 8, video 9, video 10, video 11
• Goal 4: Quality Education: video 1, video 2, video 3, video 4, video 5, video 6, video 7, video 8, video 9
• Goal 5: Gender Equality and Women’s Empowerment: video 1, video 2, video 3, video 4, video 5, video 6, video7
• Goal 6: Clean Water and Sanitation: video 1
• Goal 7: Affordable and Clean Energy: all projects developed by the VCW in this topic were confidential
• Goal 8: Decent Work and Economic Growth: video 1, video 2, video 3, video 4, video 5, video 6, video 7, video 8, video 9, video 10, video 11, video 12, video 13
• Goal 9: Industry, Innovation and Infrastructure: video 1, video 2, video 3, video 4, video 5, video 6, video 7
• Goal 10: Reduce Inequality: video 1, video 2, video 3, video 4, video 5
• Goal 11: Sustainable Cities and Communities: video 1, video 2, video 3, video 4, video 5
• Goal 12: Responsible Production and Consumption: video 1, video 2, video 3
• Goal 13: Climate Action: video 1, video 2
• Goal 14: Oceans & Life Below Water: video 1, video 2, video 3
• Goal 15: Life on Land: Biodiversity, Forests, Desertification: video 1, video 2
• Goal 16: Peace, Justice and Strong Institutions: video 1, video 2, video 3
• Goal 17: Partnerships for the Goals: video 1, video 2, video 3, video 4, video 5
VCW F0R PERSONAL IMPACT
“I would like to thank you for yesterday. As mentioned, I did not come to you with a problem, neither to seek answers, but rather with a proactive attitude towards understanding where I want to be in a few years. The VCW made me realize my No.1 criteria / filter is freedom of time and space. I must say this really disturbed me… as my dream for last 3 years has been to work at XXX. However yesterday, upon our conversation, I realized it would compromise my freedom… I am still not confortable with this, but rationally it means I actually do not want a full time position in a school that will demand so much of my time in exchange of money.”
An Executive who received a job-offer from a top European school
A STORY OF HOW VCW IS ADDRESSING GOAL 8: DECENT WORK AND ECONOMIC GROWTH
Below is the interview to a woman in her mid 50s, who was unemployed for 8 years, and applied the VCW to find a job
“The VCW methodology helped me target a job (…) that I had never considered. I discovered this side of myself as a geriatric assistant, dealing with people of a certain age. Now through this neutral methodology, in which the family is not telling me what to do or should not do, I know something will come out. If it is not possible at once we can repeat the VCW as many times as necessary until we find a solution.
The methodology indicated a way, one path, for me to follow. It took me to take training (275h) that was very important to give me the bases for what I wanted to follow. (…)
As my training was not funded, my family supported my course (…). I think I convinced them to bet on me. (…) The cost was shared by all of them. They gave me one more chance. I think I could argue and convince them that it was worth betting on me in this type of course. I convinced them. I really wanted to do it and get to the end.
The course led me to a mandatory internship in a nursing home (120h). After the internship I went to work for another institution with remuneration. Now I’m looking for a job at a Day Care Center. At the time I did VCW there were two things that were very important to me. Do not do nights and excessive weight. (…) All the people who come here have to work in turns. There is a shift from 24.00 to 7.00 am. (…) My idea now is to apply for a Day Care Center because people are more independent, collaborate, talk and are not bedridden. (…)
All the people in this situation should do the VCW, particularly when they are not sure of anything, life is vague, the labor market is overcrowded. They say, “You have a lot of places over there where you can knock on the door.” Not really. There is a big “filter”, the difficulty is my age. While you are young it is one thing, when you stop being young people do not tell you that there are no vacancies.”
A STORY OF HOW VCW IS ADDRESSING GOAL 5: GENDER EQUALITY AND WOMEN’S EMPOWERMENT
Video: How VCW is helping women in Mozambique to find a job
Read also Case Study in Springer Book
PARTNERSHIPS ACROSS THE WORLD
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“I started as a skeptic in relation to this methodology and I confess, that in the first stage, I didn’t expect the results we obtained.
At the end of the process, we found very practical solutions, and we achieved the objectives that we had set.
Indeed, it was a very pleasant surprise to me.”
Paulo Pires, CEO of WhyMob (IT Solutions)
The products developed by the VCW Lab together with its partners, are used in over 20 countries by KDM-Key Decision Makers (e.g., owners, C-Level, directors, individuals) of organizations, governments, societies and NGOs to find solutions for KDMs’ problems and challenges.
VCW ACROSS THE GLOBE
VCW’s components received coverage from leading international media (e.g., Time, Wall Street Journal), scientific publications (e.g., Harvard Business Publishing, Journal of Business Research, JIBS, Springer), and are taught in over 20 leading universities across the globe (e.g., Babson College, City University of Hong Kong, Korea University, Marseille University, MIT, Nova University of Lisbon, Vienna University).
Impact of the VCW in Portugal and Brazil: