/w=3840,quality=90,fit=scale-down)
When I use a term like “Value Levers,” my thinking is that at various stages of a task/activity, workflow, process, or stream there are “levers” that you can pull to (assuming positively) influence the potential value being added or created by a business process, or ultimately a value stream.
For example, if we were to sit down and evaluate the likelihood of a successful outcome of a process or system given a set of variables and constraints, what “levers” would we have available to us to “pull” in order to positively influence either the probability of success or the amount of value generated / protected (risk mitigated)?
Value enablement can include levers that optimize and amplify existing value flows, enable new value flows and opportunities, and protect potentially vulnerable flows from risk.
Following this thinking, I see there being 12 core Value Enablement Levers that we can apply to creating opportunities, avoiding risk, and solving problems.
