Key Points   

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1. VCE - a flexible business architecture model to run Value Chain Economies as virtual communities
2. VSDM - Value Chain Solution Delivery Method
3. WEB9 = SSM, SGS, AI, SLT, STS, ODP
4. SSM = Smart Services Management
5. SGS = Smart Governance Services
6. AI = AI and Machine Learning services
7. SLT = Smart Ledger Technology replacing DLT, Blockchain
8. STS = Smart Trust Services covers more than security and privacy
9. SDM = Smart Data Mgt
10. SOM = Smart Object Mgt with information, behaviors, responsibilities
11. SEM = Smart Economic Mgt - metrics, tokens, custody, payments
12. ODP = Open Digital Platform
13. open-source based
14. multi network
15. multi cloud
16. multi layer
17. multi tier
18. async
19. event driven message workflows
20. software defined
21. dynamically configurable: resources, assets, workflows, solutions, services, scoped, logic, privacy, permissions, roles, parties, party types, meta models
22. supports ASCRUM capabilities
23. Modern Platform provides a virtual service platform to support many VSN - Value Services Networks
24. VSNs in turn support multiple VCE - Value Chain Economies with multiple stakeholder roles & VCP - Value Chain Providers
25. the ODP maps to cloud and other resources through virtual service layer using Kubernetes, Containers, VM services and other control solutions
26. ODP is dependent on the base environments it's landscape covers
27. ODP provides independence from any specific cloud or on-premise implementation
28. Lower level cloud environments are accessed via the secure virtual service layer adapters

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Value Chain Concepts & Mapping

Zendesk on value chain

What is a value chain?

The value chain is a business model used to examine all company activities involved in taking a product or service from idea to sellable item.

Ideally, companies can use the value chain model to strengthen their point of view and widen their profit margin—more efficiency and fewer costs.

Generally speaking, there are two ways to improve the “value” in your value chain:

1. Increase the social value of your company and products via product quality and brand credibility so consumers will purchase more.
2. Decrease the costs of your product and production to encourage customers to purchase more and widen profit margins.

You can also use value chain analysis to help boost profit by searching for improvements in specific activities within the sales and production lines.

By either increasing value or decreasing costs based on your company’s value chain, you create a competitive advantage in the market and hone your sales strategies.

Value chain benefits

The value chain framework enables your company to understand and analyze where cost efficiency is good or poor within the organization. When you look at your company’s value chain analytically, you can:

• Back-up decisions regarding various business activities
• Pinpoint areas of ineffectiveness and correct them
• Understand the links and responsibilities between different aspects of your business
• Optimize efficiency while lowering expenses
• Create a cost advantage over competitors
• See exactly where your business is succeeding

It might seem like a lot of work to review every single company activity to determine your competitive edge, but that insight makes a difference. Just as KPIs and reporting inform your sales operations and strategies, a comprehensive value chain analysis informs decisions across your entire business.

Porter’s VCA components

The VCA chart is broken into two sections: primary activities and secondary (or support) activities. Primary activities focus on the manufacturing of goods and services, while secondary activities back up primary activities:

Primary activities

• Inbound logistics: Availability of raw materials, warehousing, and distribution (essentially, anything in your supply chain)

• Operations: Creating products from raw materials

• Outbound logistics: Delivery of products to customers, including warehouse, transportation, and distribution

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VSPG - Value Chain Solution Process Goals - 3 steps

Value Chain Solution Delivery Process has 3 key steps >

1. Solution Value Identified Goal - When the Solution Team after reviewing current system and a set of solution alternatives, identifies a good solution that offers net value gain
   
   
2. Solution Value Operations Goal - When the solution is placed in production operation managed by operations for Stakeholders to earn value
   
   
3. Solution Value Realized Goal -  by the Stakeholders - based on objectives, metrics, performance, there is a Value Realized by the solution users from solutions use. How did value realized match value identified?

CIP = Continuous Improvement Process >  VSP repeats

the stakeholders continue iterate the process looking for added net value gains

Zendesk on value chain

• Infrastructure: Any administrative, finance, management, planning, or legal operations needed to support primary activities
• Technology development: Any technological improvements made to existing machinery, hardware, or software in the name of supporting primary activities
• Human resource management: The process of hiring and managing workers
• Procurement: Purchases related to buying raw materials or any fixed assets (for example, vendor fees and selection)
  

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s Blockchain Opportunity Assessment - BOA#BOA-KeyQuestionsforVCE%3AValueChainEconomies

VCC - Value-Chain Communities - a group of VCO ( Value-Chain Organizations )

VCCs define a logical VCE ( Value-Chain Economy ) 

The VCE has a sustained VCC is a logical model on different stakeholder roles, their goals & responsibiliities within the community 

The VCE has a sustained value focus on stakeholder capitalism for all parties in the VCE micro economy model

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The American Fisheries Act was signed into law in October 1998. The purpose of the AFA was to tighten U.S. ownership standards that had been exploited under the Anti-reflagging Act, and to provide the Bering Sea and Aleutian Islands (BSAI) pollock fleet the opportunity to conduct their fishery in a more rational manner while protecting non-AFA participants in the other fisheries.

VCO - Value Chain Organization - a sustained value focus on stakeholder capitalism

A VCO is an organization with a sustained focus built on a "stakeholder" view for a value chain that includes customers, employees, partners, communiites, economies and the environment. Look at the VCE concepts and stakeholder value mapping to see how a VCO can successfully participate in and contribute to a VCE micro economy

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https://www.linkedin.com/posts/paramount-software-solutions_companiesthatcare-peoplemagazine-greatplacetowork-activity-7232012758479777792--TN9?utm_source=share&utm_medium=member_desktop

People article on VCOs 

VCO-2024-Peoples 100 Companies that Care in 2024.pdf  link

VCO-2024-Peoples 100 Companies that Care in 2024.pdf. file

VCE Concepts & Mapping

A VCE is a logical community of independent parties forming an economic model with goals, roles, relationships between the parties

Each organization ( or business ) has 1 or more roles in the community and has:

operates a business model

has business opportunities and threats

has business strategies

has business plans

has business operations

has business performance against goals

VSDP - Value-drive Solution Delivery Process

VCO-2024-Peoples 100 Companies that Care in 2024.pdf  link

VCO-2024-Peoples 100 Companies that Care in 2024.pdf. file

VCE Concepts & Mapping

A VCE is a logical community of independent parties forming an economic model with goals, roles, relationships between the parties defined formally and informally.

As the performance, roles, goals change and mature, the resulting relationships also change 

Changes in market leadership follow ( eg Netscape > Microsoft Internet Explorer > Google Chrome > ?? )

Each organization ( or business ) has 1 or more roles in the community and has:

1. operates a business model
2. has business opportunities and threats
3. has business strategies
4. has business plans
5. has business operations
6. has business performance against goals

VSDP - Value-drive Solution Delivery Process: Discover > Define > Deliver > Improve > Monetize

"99% of the world's weath started from the same source - the discovery of a common problem" - Jim Mason

"the other 1% won the lottery" - Jim Mason

The process to define your part in a VCE has these key steps for success: 

Discover your value opportunity in the VCE

Define your value opportunity in the VCE

Deliver on your value opportunity in the VCE

Improve on your value opportunity in the VCE

Monetize your value opportunity in the VCE

Key Concepts

VCE Foundations

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BWI BEP - Business Excellence Process Management

BWI: Barry Wright BEP - Business Excellence Program

SDP >> Areas to Manage on SDP - Solution Delivery Process - OIP - Outcomes, Inputs, Processes

B - EAIRG - Business OIP, Events, Activities, Investment, Returns, Governance

P - EAIRG - Project OIP, Events, Activities, Investment, Returns, Governance

T - EAIRG - Technical OIP, Events, Activities, Investment, Returns, Governance

SOM >> Areas to Manage on SOM - Solution Operations Management - OIP - Outcomes, Inputs, Processes

B - EAIRG - Business Events, Activities, Investment, Returns, Governance

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GAPP - Genuine Alaska Pollock Producers - 

GAPP - Genuine Alaska Pollock Producers - food cast - Craig Morris 

Craig Morris leads the GAPP organization

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 the steps in value chain analysis are:

• Identify primary and secondary value chain activities
• Determine the values and costs of those activities
• Identify competitive advantage opportunities

#BVM - Business Value Model - reusable model that lowers time to market

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VSDP-infotech-it_Map_Your_Business_Architecture_to_Define_Your_Strategy_Phases_1_3.pdf file

VCE Tokenomics and Incentives

u AI use cases: software#EconomicsofAIAgents-tokenomics-LisaTan

1. AI Token-Ecosystem Mapping
2. Value Creation
3. Incentives and Mechanisms
4. Transactions and Tokenomics
5. Governance
6. Revenue Models
7. Sustainability

m Token Economy Examples: Tokenomics

Potential Value Opportunities

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• A regulated community of stakeholders operating in various roles
• A permissioned business virtual smart ledger network with consumer and provider roles 
• Goals, scope, constraints, policies, governance, economics and regulations
• Events, processes, trusts, contracts, transactions, data, ledgers, services, decisions, ABC parts
  
  
• Clients 
• Set use cases, roles, outcomes, value streams, needs, requirements > search- find- use solutions
  
  
• Providers
• Use use cases, user value streams > solution strategies > capabilities > offer products & services
  

VCE continuous process

1. analyze & measure the client value streams - ( xucs and gaps )
2. define solution strategies - 
3. enable record solution capabilities that support the strategies
4. deliver solutions ( products & services ) that fulfill the capabilities required - architecture - 4B sourcing etc
5. so clients can use them to realize value

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Map Requirements to IT Capabilties

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Oversight of Financial Market Infrastructures by the Federal Reserve

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Key - Transparent Governance to govern each layer

Key - use

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4 B sourcing model to provide capabilities - Borrow, Buy, Build

1. borrow from existing internal assets that can be reused or repurposed productively
2. borrow from enterprise open source projects
3. buy if the product is priced reasonably for the value, it's based on open standards and can be isolated from the client services using wrappers or adapters to minimize future migration costs and risks
4. build if the other options don't work

Consider EOS ( Enterprise Open-Source ) solutions first - lower cost, better portability

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