THE VCW-VALUE CREATION WHEEL®:
A METHOD FOR OPTIMAL DECISION MAKING

(VCW Lab version: 15/06/2019)

“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 JMD-Jerónimo Martins Distribuição, who was highly involved in two VCW projects in Strategy and Marketing/Innovation at JMD

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Welcome to VCW Lab’s website! The main goal of this website is to support worldwide VCW Partners, Advanced VCW Users and Students developing VCW projects. It is very dense in information and frequently updated. It has the scientific background, leaders’ statements, case-studies, media coverage about VCW’s worldwide impact and supporting material for student’s projects (VCW students: please also visit this channel). For end-user friendly VCW websites, please visit OpenVCW.com and the sites of our Official VCW partners.

HOW LEADERS SOLVE CHALLENGES, FIND ARGUMENTS, TAKE THE RIGHT DECISIONS RIGHT, AND GET LEGITIMACY FOR THE FINAL SOLUTIONS?

The VCW is an integrative innovation process for leaders to take the right decisions right. The VCW involves both KDMs and stakeholders in the decision making process and legitimizes the final solution(s).

VCW’s SCIENTIFIC ARTICLES & CASE-STUDIES

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The VCW-Value Creation Wheel® is a process which helps KDMs (Key Decision Makers) and leaders to take effective and efficient decisions to solve their challenges and generate organizational/societal value. The VCW defines value as the benefits received by KDMs and their stakeholders, minus the required efforts (e.g., 3Ms- Manpower, Minute, Money), after implementing the solutions found by the VCW. The VCW is a process for effective decision making. It helps KDMs and leaders to do the right things because it is supported by collective inteligence in the value co-creation process through the involvement of internal and external stakeholders in decision making process, such as the generation of ideas, filters, concepts, and solutions (Lages 2016). The VCW is also a process for efficient decision making because it does things right, performing very well with reduced efforts and resources (time, budget and people). Overall, the VCW method helps leaders and KDMs finding legitimate ideas and valid arguments for their challenges, find support for their reasoning, and agreement on the final solutions.

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
 

VCW PROCESS FOR EFFECTIVE AND EFFICIENT DECISION MAKING: LEADERS’ OPINIONS

“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 Fortune 500 in Financial Services

VCW is a very effective methodology to funnel idea generation. The VCW process does not waste time and benefits from the support of several people and different stakeholders, the more inputs the better. It allows reaching a consensus on which ideas have more potential for the topic you are dealing with, without having to walk around in meetings after meetings, without reaching any results. We focus on the ideas achieved by consensus. The VCW can help Key Decision Makers (KDMs) to take a decision and focus on stakeholders’ input to discover the actions that will have the most impact, based on the criteria KDMs have emerged and validated. (…) Congratulations on the VCW methodology because it really helps a lot to focus on the output and manage time. It does not leave much space to disperse in the final results and have the infinite meetings that we had before the methodology.
António Gutierrez, Head of Ground Segment Business Unit at Elecnor Deimos Group. He was highly involved in six VCW projects: VCW for New Market Applications for GNSS, Market Selection and Internationalization of GroundStations, Internationalization of MyFarm, New Market Applications for Sensyf, Finding New Partners and Funding, Improvement of Employee Experience and Employee Retention.

“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 efficiency, 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.”
Nuno Catarino, Division Head Payload Data Ground Segment at Deimos Elecnor Group & Senior Project Manager at Deimos Engenharia. He was highly involved in seven VCW projects (Global Navigation Satelite SystemMarine-EO, MyFarm, NextGEOSS, Sensyf, VCW for New Partners and Funding, & VCW Innovation Ecosystem at PDGS Division)

“VCW is a very sound methodology for dealing with issues that are sometimes not sufficiently structured. A great VCW end-result is that it provides a very solid foundation for building and promoting the solutions that come out of it. It has a great advantage of involving a large number of stakeholders in a natural way, without creating chaos in the process, because they participate in the formulation of ideas, in the formulation of the filters, and it incorporates their inputs in a transparent and rational way, until we reach outputs which have their contribution. The VCW process is very democratic. (…) We are taking rational options which are completely agnostic to hierarchical positions, positions of influence, and preconceptions. We can come up with solutions that are real. Everyone accepts them because they have been engaged in a very balanced process. At the time of implementation, the VCW makes the supported solutions very robust. (…) We have every interest in continuing to use the VCW.”
Nuno Ávila, Country Manager of Deimos Engineering. He was highly involved in four VCW projects: VCW for Internationalization of MyFarm, Deimos’ HRM Recruitment, New Markets for Sensyf, Improvement of Employee Experience and Employee Retention.

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.
Ana Teresa Lehmann, Secretary of State of Industry of Portugal

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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 and Advanced VCW Users.

Different VCW Partners and Advanced VCW Users across the globe and across different industries have ultimately different needs in terms of scientific support, different targets, and aim for different types of impact. This explains why this webpage is an open platform very dense in information. This way, the VCW Lab website aims to keep worldwide VCW Partners and Advanced VCW Users informed about VCW’s most recent developments.

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).

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WHO OWNS THIS WEBPAGE?

This webpage is managed by the VCW Lab, which has its headquarters at Nova School of Business and Economics, Portugal. The VCW Lab has the VCW scientific, tacit and explicit knowledge, as well as databases resulting from over two decades of research, and accumulated experience resulting from VCW partnerships and hundreds of projects in more than 20 countries (Lages 2016).

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., scientific articles, info in this webpage, VCW media coverage, OpenVCW.com) to create their own VCW webpages and VCW products/services.

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WHAT IS THE VCW PROCESS? 

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WHAT ARE THE FIVE PHASES OF THE VCW PROCESS?

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.

Source: Lages, Luis Filipe (2016), “VCW-Value Creation Wheel: Innovation, technology, business, and society”, Journal of Business Research, 69(11), 4849-4855.

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HOW DIFFERENT IS THE VCW PROCESS FROM EXISTING TOOLS, METHODS & 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. This explains the 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 for KDMs (Go/No-Go). The VCW involves the KDMs in three critical phases of the process. As such, the final solutions are often implemented and 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 (Value Creation Funnel) which result from a set of well-supported criteria/filters. As such, the VCW process makes the decision making process more effective and efficient (i.e., saves resources in the problem-solving process).

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VCW FOR IMPACT

The wheel that creates value for companies.
It is called Value Creation Wheel …”
Jornal Negócios

“Would you like to put your business to innovate and create value?
Use this management tool.”
DN- Dinheiro Vivo

“One of the advantages of the VCW is to help to anticipate, identify and evaluate impact.”
João Viana Ferreira, Director of Everis-NTT Data. He was highly involved in the Implementation of a VCW Innovation Ecosystem at INCM

The decision making process of Leaders and Key Decision Makers (KDMs) is expected to have an impact while:

  • having a clear rational supporting the process, which leads to the most appropriate solution.
  • having access to information to solve their challenges (e.g., info of the organizational and external context),
  •  involving others in the problem-solving process, in order to build solutions which are understood , accepted, and “owned” by others.
  • sharing 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 process, now “Great Leaders” have a path which might be used to:

  1. 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?
  2. 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,
  3. 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
  4. Share the reasons and support the “Why” of his/her decisions, and this way involving the community and, consequently, gettting shared ownership.

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HOW CAN THE VCW BE USED BY LEADERS AND KEY DECISION MAKERS TO TAKE BETTER DECISIONS?

“In an increasingly complex and rapidly changing world, managers face ever greater challenges in order to make decisions. Uncertainty and volatility make strategies that were based on some predictability more sensitive today. The manager is often trapped in the so-called “paradox” of choice. Therefore, a Portuguese researcher has just presented a new management methodology, called VCW-Value Creation Wheel. Luís Filipe Lages, a NOVA SBE professor, project leader, explains the new paradigm: “Managers need tools to help them decide in a world that is no longer linear.(…) The VCW is a process which helps managers and public policy makers to make decisions.”
OJE- O Jornal Económico

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.

Over the years, several organizations have developed multiple VCW projects to address different organizational challenges. For example, this was the case of Elecnor-Deimos which has developed in a period of 4 years (Set 2015-June 2019) a total of eleven VCW projects (lasting in average 4-5 months). Other organizations which benefited from multiple VCW projects include Airbus,  Eurocopter / Airbus Helicopters, Gemalto,  GirlMove, Jerónimo Martins, Liga Portugal, Lufthansa Technik, Marseille University, MIT, Montepio Acredita Portugal, Nova University of Lisbon, and Refood.
Additional organizations which have implemented solutions emerged from a VCW project include: Aga Khan Foundation, Altran, AstraZeneca / Santis, AXA, Bank of Cyprus, Babson College, Bébécar, Casa Menino Jesus de Praga, Cathay Pacific Airways,  Claranet, Cyta-Vodafone, Credit Suisse, Crowne Plaza, DNS.pt, Eurolife Insurance, Everis-NTT Data, Fundação Ageas & Impact Hub, Flying Tiger, Forbach city, Four Seasons, GDF Suez, G.H.B., IGT, INCM-Casa da Moeda, InvestLisboa, IPO Porto, ITER, Healthcare City, Mastercard, McDonald’s, OKTAN, Otis, Piraeus Bank, Renova, Rio Tinto Alcan, Sagrado Coração de Maria, Santander, Santa Casa Misericórdia Lisboa, Technik, Thomson Reuters, Uniplaces, UNOX S.p.A., UPS, Vienna International Airport, among many others. 

VCW for Strategic Decision Making, Risk Management, Reducing Uncertainty of Resources Investment, and Impact 

“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 VCW project, Company X has multiplied the return of its initial investment in the project by more than six times.”
Director of a Consulting Firm 

“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 Framework for Selecting Options and Guiding Decision Making

Figure: How to deal with the paradox of choice?

“I like the way the VCW framework structures the information. (…) it goes through different stages until you funnel the ideas and get the more relevant information out of it. To me that’s the great asset of the VCW; the ability to structure. “
Nuno Grosso, Project Engineer at Deimos Engineering who was involved in six VCW projects: Better, Marine-EO, MyFarm, NextGEOSS, Sensyf & VCW for Employee Engagement & Retention

“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 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

“The VCW value comes from the reasoning; now we have great arguments to support our recruiting decision.”
Tânia Marques, HRM Manager of Deimos Engineering

“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 Process: Engaging Different Stakeholders for Collaborative Decision Making and Organizational Change

The VCW helps engaging KDMs and different types of Stakeholders (e.g. internal and external, angel’s and devil’s advocate) in the co-creation and decision making process and bring new perspectives for organizational change. The VCW provides well-thought decisions and avoids that organizational change is taken by chance.

The overall impact of the VCW was the commitment and understanding of the need to have resources allocated to market related activities. Since the first project up to now we have increased our activities and tasks in projects related with networking, engagement activities, business development, including business cases, business plans as well as our own marketing activities. We also hired in 2018 a trainee, after conducting a VCW project at Deimos, and last February she was promoted to Innovation analyst and now she is taking over digital marketing activities in projects. This has been a major difference from what we did before and this has enabled us to have (…) to increase the scope of the activities within the Data Systems division, the biggest division we have here in Lisbon.”

Vânia Fonseca, Innovation and Sustainability Specialist at Deimos Engineering, who was highly involved in ten VCW projects over a period of four years (2015-2019): VCW for new potential applications of GNSS-R,  and Sensyf, positioning of Marine-EO, market selection and internationalization of MyFarm, engagement of stakheolders and value proposition of NextGEOSS, partner institution of Better,VCW for Discovering Partners and Funds, VCW for Attracting Software Engineers, VCW for Employee Engagement and Retention, & Creation of a VCW Ecosystem at Deimos

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

Photo: Setting of a VCW Co-Creation Training Program for Effective and Efficient Decision Making

Skeptics are the new targets of brands and companies, for being a barometer of pondering and rational decision making. Late adopters are gaining power and becoming more influential.(…) Since they are critical and resilient consumers, late adopters have very strong opinions about products and can influence potential consumers, says Luís Filipe Lages, a Full Professor at the Nova School of Business and Economics (Nova SBE). In the last years, this Professor has deepened the study on this profile of people, under the management tool that he has been developing for 20 years, the VCW-Value Creation Wheel.”
Expresso

Late adopters are emerging as an untapped marketing force, with important things to tell companies about role new products should play. In a 2015 study published in the Journal of Engineering and Technology Management (Jahanmir and Lages, 2015) outlined their “Lag-User Method”, a seven-step process for cultivating product ideas from late adopters.”
Wall Street Journal

VCW for Managing  Paradoxes, Complex Problems and Partnerships

Photo: Overcoming Paradoxes and Complex Problem Solving

“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, and 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

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 Elecnor Deimos Group. He is also the Sponsor of a VCW implementation to find the value proposition in the 10M€ H2020 project NextGEOSS, involving 27 partners across 13 different countries

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VCW: HELPING TO ADDRESS ENGINEERING, TECHNOLOGY-TRANSFER AND NEW PRODUCT DEVELOPMENT CHALLENGES

“The VCW enabled the company to find the best approach to the internationalization of MyFARM while taking into consideration the existing constraints. For a company that provides engineering solutions like ours, it is very interesting to find innovative business models for our technologies.”
António Gutierrez, Head of Ground Segment Business Unit at Elecnor Deimos Group. He was highly involved in six VCW projects: VCW for New Market Applications for GNSS, Market Selection and Internationalization of GroundStations, Internationalization of MyFarm, New Market Applications for Sensyf, Finding New Partners and Funding, Improvement of Employee Experience and Employee Retention.

“Using the VCW model made us look at our technology in a new light, focusing on our goals and identifying the core aspects for attaining them. It allowed us to quickly define priorities for our development, while taking into account inputs from all major stakeholders in a manageable way
Nuno Catarino, Division Head Payload Data Ground Segment at Deimos Elecnor Group & Senior Project Manager at Deimos Engenharia. He was highly involved in seven VCW projects (Global Navigation Satelite SystemMarine-EO, MyFarm, NextGEOSS, Sensyf, VCW for New Partners and Funding, & VCW Innovation Ecosystem at PDGS Division)

“By providing us with a straightforward view of MyFARM’s potential market, the VCW helped us to better understand who are our users and set up clear objectives on what crops to monitor, what services and tools to develop, and what data to include to better serve them.”
Nuno Grosso, Project Engineer at Deimos Engineering who was involved in six VCW projects: Better, Marine-EO, MyFarm, NextGEOSS, Sensyf & VCW for Employee Engagement & Retention

“The VCW is probably the more rational approach to product development. It makes use of a structured approach to market identification, selection/exclusion criteria definition, and educated decision making data-based and fact-based. Perfect for engineering minds looking for bringing technology into the market.”
Nuno Ávila, Country Manager of Deimos Engineering. He was highly involved in four VCW projects: VCW for Internationalization of MyFarm, Deimos’ HRM Recruitment, New Markets for Sensyf, Improvement of Employee Experience and Employee Retention.

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VCW: HELPING TO ADDRESS HRM CHALLENGES

“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 a Leading European Energy Company

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.

The (current) Employee Experience is a very good VCW project for addressing the internal problems of retaining talent and retaining people. We started by presenting at Deimos Engineering (Portugal) and now the presentation was presented to a more open universe. Last Monday, Anders (VCW Implementer) and Vânia (Innovation and Sustainability Specialist of Deimos Engineering) came with us to the headquarters in Madrid to present the project to the Board of the Elecnor Deimos Group. The presentation went very well. (…) It was very interesting. It has an immense potential to be replicated in the Elecnor Deimos Group.
António Gutierrez, Head of Ground Segment Business Unit at Elecnor Deimos Group

The project developed (on employee engagement and retention) was quite impactful, not only the process itself, but also the final outcomes. To this contributed the choice of the VCW conceptual approach, which is based on a plural generation of ideas and shared decision-making process, so that the outcomes are a result of a structured, transparent and responsible line of reasoning, over which all stakeholders are easily in agreement. Among the outcomes, the ones related to fast training and talent development, but also increased communication flow 360 degrees (feedback), were readily implemented. Overall, we felt that the approach taken shows a practical way to increase organizational development, by coupling 70-20-10 model and VCW.”
Nuno Ávila, Country Manager of Deimos Engineering

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VCW: HELPING PIONEERS, INTRA- AND ENTREPRENUERS, AND 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 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)

Divergent opinions promote innovation. Companies need to learn to use divergent opinions within their frameworks to solve problems and innovate, according to Portuguese professor Luís Filipe Lages of the Nova School of Business and Economics in Lisbon.”
Económico Valor – São Paulo

“The Deimos-VCW partnership has been a great contribution to the development of an innovation ecosystem in our company. (…) We hereby confirm our commitment to keep and nurture the Deimos-VCW partnership for the future.”
Nuno Ávila Martins-Country Manager & Vânia Fonseca-Innovation and Sustainability Specialist of Deimos Engineering (this company implemented 11 VCW Projects between 2015-2019)

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

Photo: VCW Executive Education supported by VCW Games for Managerial Decision Making

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 besides constant 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

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VCW AS A SUPPORT FOR PROJECTS FROM EU, HORIZON 2020 AND EUROPEAN SPACE AGENCY

Photo: European Union Flags 

Currently the VCW is Finalist in three EU / Horizon2020 Tenders for research and innovation in the fields of Aerospace/Security, Oceans/Fishing, and Farming/Forests.

In the past, the VCW also supported different EU / Horizon2020 and ESA projects. VCW Team members played a critical role in helping to guide 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 Elecnor Deimos Group present in 5 countries. He was in charge of managing a 10M€ H2020 project NextGEOSS, involving 27 partners across 13 different countries. Since Nuno had past extensive experience in several VCW projects (e.g., Global Navigation Satelite System, Marine-EO, MyFarm, Sensyf), 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 across different countries representing the 27 partners). Below is presented an interview with Nuno Catarino in charge of managing this European project:

NextGEOSS 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 efficiency, 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. He was highly involved in seven VCW projects (Global Navigation Satelite SystemMarine-EO, MyFarm, NextGEOSS, Sensyf, VCW for New Partners and Funding, & VCW Innovation Ecosystem at PDGS Division)

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VCW is a very effective methodology to funnel idea generation. Does not waste time and benefits from the support of several people and different stakeholders, the more inputs the better. It allows reaching a consensus on which ideas have more potential for the topic you are dealing with, without having to walk around in meetings after meetings, without reaching any results.

We focus on the ideas achieved by consensus. The VCW can help Key Decision Makers (KDMs) to take a decision and focus on stakeholders’ input to discover the actions that will have the most impact, based on the criteria KDMs have emerged and validated.(…)

The initial VCW projects conducted at Deimos (i.e, 2015) gave us more ideas about how to continue to get more activities, to deepen what we learned with Sensyf project, and to see what strategy and where we wanted to apply these methodologies to get closer and closer to the market. (…) It helped us to deepen ideas and then to narrow them. Then we started to win a series of projects in these areas, within Horizon 2020, which are now well advanced. (…)

The first VCW project at Deimos had an impact on the type and strategies of activities to be followed, which were the key points on which Deimos should focus, namely in terms of expertise and in choosing partners and improving the relationship with stakeholders. The network that was created at that time is essential today. (…)

In the MyFarm project, in terms of direct impact we recruited  one person (area of innovation and sustainability). Subsequently, after another VCW project, we recruited a second person (marketing area). (…) We now offer the MyFarm service to an entity and that entity is going to work with end users which in turn will reach the end user.

(After) the project of finding new markets for Data Systems (…) we started to focus more on the service area. We will now do services that we operate. We interact with the end user and/or the intermediate user, but we are the ones who implement the services. We are increasingly following this model which is aligned with the ESA (European Space Agency) strategy. (…)

Congratulations on the VCW methodology because it really helps a lot to focus on the output and manage time. It does not leave much space to disperse in the final results and have the infinite meetings that we had before the methodology.”

António Gutierrez, Head of Ground Segment Business Unit at Elecnor Deimos Group. He was directly involved in five VCW projects.

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VCW: THE PERSPECTIVE OF PORTUGUESE PUBLIC POLICY MAKERS

Photo: 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:
video1

video 2

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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)

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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.”

source: https://www.un.org/sustainabledevelopment/globalpartnerships/

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 1video 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

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myVCW FOR PERSONAL CHALLENGES

Photo: myVCW for Personal Growth

“I would like to thank you for yesterday. As I 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

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 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.”

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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

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PARTNERSHIPS ACROSS THE WORLD

Would you like to explore a partnership with the VCW?

“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. 

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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).

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Impact of the VCW in Portugal and Brazil:

Be the OWNER of YOUR best SOLUTION

How to maximize the individual’s potential while ensuring the participation of different partners / stakeholders?

How to manage different groups in complex situations, while sharing responsibilities and outcomes?
How to stimulate the generation of numerous ideas and then converge to the final solution(s)?

How to combine innovation and strategy, while integrating new and established tools?
How to involve different stakeholders?

How to engage people with different perspectives, while preserving the vision of the key decision makers?
How to incorporate different and/or conflicting perspectives and benefit from their input?

How to include C-Level and avoid hierarchy to kill individual creativity?
How to develop a strategy which allows benefiting from economies of scale while satisfying local needs (GloCal Vision)?

How to make a project grow (e.g., via new products or new markets) while preserving inheritances and cultural identities?

The VCW: Why? What? How?

Want to know more? Click here!

Meet the VCW creator

lfl

Luis Filipe LAGES is Full Professor (Catedrático) at Nova SBE, Portugal […]
Learn more about Luis F. Lages

Testimonials

Highlights of a VCW Annual Conference. The Portuguese Minister of Economy, Portuguese Secretary State of Health, different CEOs and Directors provide their perspectives on the VCW-Value Creation Wheel.
Over 20 speakers presented VCW problem-solving cases and/or discussed the importance of VCW for practice, public policy making and theory. All videos available at www.openVCW.com
We can bring some of the ideas coming from the VCW methodology, not only for business and market, but also for public policies and health.
Pedro Pita Barros, NOVA Health | Vice Chancellor of Universidade Nova de Lisboa
One of the advantages of the VCW is to help to anticipate, identify and evaluate impact.
João Viana Ferreira , EVERIS | Director
The VCW allows us to focus on the problem and analyze possible solutions from various sources, while enabling constant adjustments. The VCW can be used permanently in the organization to feed the innovation network.
Nuno Ferreira, INCM | Head of Section
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 , HOVIONE | CEO
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, CLARANET | Marketing Manager
The path that this project has indicated will be implemented in the future new business plan for the company.
Marta Lopes, JMD | New Business Manager
I think innovation for the future should be much more methodical and method for innovation is exactly what the VCW is about.
Daniel Traça, Nova SBE | Dean
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, SURF Portugal | CEO

VCW in the news