Frequently asked questions.

While Design Thinking (DT) projects are very useful for generating ideas, the VCW is very useful for generating solutions. This explains why some argue that the VCW is a more advanced version of DT or a framework which integrates and/or complements DT.

The VCW has some similarities with DT. It is transversal across problems and industries, is an agile framework, uses open-innovation and co-creation, and is inspired by creativity, idea generation and prototyping.

However, the VCW presents major differences:

First, the VCW only addresses REAL problems/challenges. Solutions will be REALLY implemented by the end of the process. As such, the Key Decision Makers (KDMs) are deeply involved. They are the ones launching the problem/challenge which needs to be solved, select ideas and rank the “must have” & “nice to have” filters, and finally are directly involved in the implementation of the final solution(s).

Second, the VCW is stakeholder-centric (rather than customer-centric) and presents solutions which respect the perspectives of the different stakeholders.

The VCW is a meta framework which can incorporate a wide range of solutions and/or frameworks from different fields. The VCW does not impose its own frameworks, tools, or filters.

Finally, the VCW is supported by criteria/filters, while combining the input of angels and devils advocate, belief and skepticism, bottom-up and top-down perspectives. It allows the use of “Yes & No”, “And” & “But”.

The VCW creates value by offering unique solutions:

1. The VCW only works in problems/challenges supported by the Key Decision Makers. A KDM is defined as:

   • Someone, or a group of people (KDMs), who is committed and has the power to solve a challenge/problem at the organizational and/or individual level.

   • Has access to critical resources, i.e. the 5Ms (Manpower, Minutes, Money, Motivation, Metaintelligence).

   • Is involved in the solving the challenge/problem and, consequently, in the VCW process, because they are the only ones who can implement a solution and define the real challenge/problem. consensus concerning the problem/challenge to address, filters/criteria and ideas/solutions,

2. The VCW discovers customized, consensual and implementable solutions (Go/No-Go), which are co-created and supported by the key decision makers and a wide range of stakeholders:

   • Finds consensus concerning the problem/challenge to address, filters/criteria and ideas/solutions,

   • Finds the right bridge between a wide range of individuals:

     • different key decision makers

     • diferent internal and external stakeholders,

     • supporters and divergent thinkers (e.g. devil’s advocate, skeptical people, laggards, late-adopters, children and/or elderly people),

3. The VCW creates value while saving resources in the problem-solving process through:

   • Involving since the begining of the process the KDMs on critical steps:

     • defining the problem/challenge, 5Ms, diagnosis & KPIs,

     • analysing solutions and filters

     • implementation.

   • Purifying, organizing, separating, selecting and prioritizing:

     • Problems,

     • Ideas/solutions: i.e. direct answers to the challenge/problem to be solved (phase typically often supported by creativity)

     • Filters/criteria: i.e. choice criteria related to the selection of the ideas/solutions to solve the challenge/problem (phase typically supported by rationality).

   • Conducting individual VCWsprints & combining multiple VCWsprints.

   • Managing the 5Ms (Manpower, Minutes, Money, Motivation, Metaintelligence).

   • Achieving efficiency and effectiveness (e.g., predicting future mistakes/failures, continuous improvement, optimizing resources, improving productivity)

4. The VCW solves complex challenges and a wide range of paradoxes.

   • The VCW has been used to solve high complex challenges, such as:

     • paradox of choice,

     • limited or lack of choice,

     • paradox market-pull versus tech-push,

     • paradox global versus local.

The VCW has unique attributes:

1. The VCW is a meta-framework which is simultaneously structured and agile, rational and creative, and does not impose pre-established solutions or frameworks.

   • Follows a structured-agile MAP approach (Maximize, Analyze, Prioritize),

   • Does not impose or invalidate any idea/solution, filter/criteria or framework,

   • The VCW can partner with any organization and/or individual,

   • The VCW integrates and/or complements any existing solutions, established theories, tools or frameworks (e.g., organizational tools, 5Whys, situational analysis, RELQUAL, brainwriting, brainstorming, bank of ideas, design thinking, scorecards, BCG Matriz, McKinsey matrix, McRisk Assessment Matrix, SERPVAL, strategic triangle, SCAMPER, business model, business plan, financial plan, KPIs).

   • Complements and integrates different parts of any business puzzle, such as:

     • an idea/solution and an opportunity/need,

     • a value proposition and a business model,

     • the different parts ofa marketing plan.

   • Allows VCWsprints and frequent re-runs to revisit past steps.

2. The VCW is a transversal problem-solving framework, which can be applied to a wide range of problems/challenges across individuals, organizations, industries and countries.

3. The VCW combines theory and practice. The VCW varies along three dimensions of width, lenght and height regarding:

   • Theory: DIANA- Define, Increase, Assess, Narrow, Act. The DIANA theoretical framework provides a holistic approach to problem-solving, which supports scientific, technological, managerial, and societal advancements trough a wide range of scientific methodologies and managerial approaches.

   • Practice: TIAGO- Tap, Induce, Analyse, Ground, Operate. The TIAGO practical approach appears as a chameleon framework, completely customized to each specific case and problem, being supported by DIANA’s accumulated knowledge over two decades.

The variation along these three dimensions are dependent on the 5Ms (Manpower, Minutes, Money, Motivation, Metaintelligence) allocated to each project as well as on the existing databases of theory and practice, which will feed every VCW project.

The Value Creation Wheel defines value creation as the increase in the net benefits received by Key Decision Makers (KDMs) and their stakeholders when solving a problem, resulting from summing all the benefits minus the required costs/resources (e.g., 5Ms- Manpower, Minute, Money, Motivation, MetaIntelligence ).

Value creation must be grounded in the 3Rs—Realistic, Relational, and Responsible—while advancing the 5Ps of sustainable development: People, Planet, Prosperity, Peace, and Purpose.