CHAPTER 3

Business Value-Add: Minimizing the Activities that Reduce Customer Value

You can have big plans, but it’s the small choices that have the greatest power. They draw us toward the future we want to create.

Robert Cooper1

Organizations spend most of their scarce resources in delivering business value-add activities. In this chapter we look at the categories of business value-add in more depth as we learn how to differentiate and categorize activities that are business-, not customer-driven.

Placing Business Value-Add in Context

The reason organizations exist is because the formal combination of talents, skills, and resources into one entity provides superior capability for meeting customer expectations and delivering value to the market ...

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