Human Resources

Examples of Business value added for organisations, projects and products

There are 24 main examples of the added value of BVOP with a short explanation:

Organizational culture provokes people to be proactive, contribute, share and be aware of the business goals of the organization.

It is necessary to create incentives for the recognition, reward and stimulation and protection of the results of human intellectual activity.

The following article shows examples of business value-added created by BVOP (Business Value-Oriented Principles Ltd.). The article explains some of the topics.

Modernization and innovation.

It is necessary to reinvest the profits in such a proportion that will preserve the viability of the company. Attract new investors and capital.

People in the organization show respect for each other and work productively.

Only free, dreaming, and willing people to change the world can produce such results of human intellectual activity that go beyond existing and familiar ones. So it is important not only to create the rules for this but also to put into practice the opportunity to share and respect the other’s personality, his culture and the result of his intellectual activity.

The number of people leaving the organization is limited to a minimum.

This is possible to achieve where people are happy. Not only good pay but also a sense of balance between privacy and work must be sought.

Conflicts and negative environments are minimized.

Proper communication in the work environment and the search for solutions to the best possible balance of different personalities and characters, as well as the delegation of management responsibilities, will limit conflicts. Remedial measures should also be taken when their characters are clearly incompatible with one another or with the corporate environment and thus disrupt the organization’s climate and order.

The image of the organization is increasing.

Continuous feedback, educated and competent employees and happy employees who communicate with the environment, the market and create additional image value for the company.

Everyone in the organization is constantly improving their personal and professional skills.

Management and owners must have a budget for this! The constant qualification of employees and investing in their upgrading skills should be recognized and maintained.

Team members look for and remove obstacles without waiting for management to do so.

This is possible with a clear delegation of responsibilities and minimal micro-management by the delegated rights and responsibilities of the teams. Create intermediate units with supervisors in departments to achieve this.

Management and team members work together to streamline processes and speed development time.

Properly understood the organizational culture and good communication strategy for development and interaction, clear deadlines and responsibilities, a delegation of rights and responsibilities. Promoting outstanding talent.

Costs are managed and planned carefully.

The budgeting deadline does not wait but is made in parallel with the work process whenever possible. A culture of permanent accounting is being created. Creating a position of financial controller to mediate these processes between financial management and heads of other departments.

The tools and the environment are constantly improving.

Creating a culture of reinvesting profits, attracting talent and professionals for a more enjoyable work environment and easier and more innovative work tools that save time in the work process.

Unnecessary documents, processes and communications are avoided.

Greater freedom, less internal regulations and easier communication with the individual units responsible for the workflow and work with people. Effective communication. The project lifecycle is managed and organized well.

The main causes of problems, defects and obstacles are analyzed, tracked and eliminated.

To be effective, this process must be done in parallel with work when it does not disrupt any deadline or work process. Establishment of intermediate control units in the departments and more frequent operations if possible for 15 minutes each week for this purpose. Removing defects and problems at an early stage.

This is introduced in the Scrum methodology and is a common practice in Scrum teams.

Quality standards are followed and implemented without a significant waste of time and resources.

Optimize time and processes with a clearer focus on results and adherence to deadlines. At the heart of this process is good management and effective time management.

The fatigue is managed and teams do not spend too much time on trivial tasks.

Brief and meaningful operations, separation of administrative processes and tasks within departments, and clear identification of the core business by administering the process with documents and procedures. Defining short and clear, basic procedures for the core business of employees, saving their time in this way and recognizing their importance.

The documentation and requirements are created and maintained in an easy and convenient style so that everyone understands them easily and saves time from unnecessary discussions and misunderstandings.

Again – good management, with short operations, separation of administrative processes and tasks in the departments and clear identification of the essential “core business” from the administration of the process with documents and procedures. Setting short and clear minimum basic procedures for core business executives, saving them time in this way. Creating a culture of good and constant peer feedback.

Meetings and discussions do not lead to a waste of time and always lead to desired results.

Reduced regulation, increased flexibility, and freedom. Creating a culture of good, ongoing feedback between colleagues and a culture of timely sharing.

Product development focuses on the most important goals and needs.

Again – good management, constant monitoring of the process, prioritizing and creating a culture of creating results and saving the energy of the real business and decisions.

All product results, concepts and versions are validated with real users, and the risk of an unwanted product is limited.

Good feedback, excellent marketing, and product and brand management, application of various measurement methods – focus groups, surveys, studies, experiments for validation of decisions and control for decision making.

Customer and user satisfaction are steadily increasing.

Create a sense of belonging between the product and the customers. Linking product needs. Effective and workable solutions that add value to the user.

Balancing personal and professional life

Presenting an opportunity for greater freedom in determining working hours. Flexibility in decisions to change the workplace and, if possible, tailored to the personal needs of employees, without disrupting workflow and work morale.

Development of franchising model.

One of the possible stages of rapid development and restriction of competition while preserving the opportunity for profit and business growth. Creating a universal workflow and standardized process, managed by a single center that shares knowledge of workflows and practices and benefits the business creator and franchisee.

Setting up a training, own talent academy.

This can be done in two ways: creating a new academy by attracting talent to create and developing this academy, or by purchasing a company already established, with a well-established model for teaching and developing its own learning process. The result will be time and cost savings. Focusing on the top talent and retaining them. This, in the long run, will return the money and add value.

Customer care all the time.

When the product is already in the hands of the customer, he must feel the care and after the sale, be made to feel the connection between the creator of the product and himself. To feel that the sales process is just beginning with the sale. Improve the products by consulting them, seeking customer feedback through surveys, inquiries and more.

Business value is an essential quantitative criterion for the potential realization of an idea. Developing organizations and projects by business value is an entire area in modern companies.

Business value is also the main quantitative measure of the viability of actions taken in a business organization and a potential indicator of upward development.

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