Model 4A for customer value oriented business processes
Expectation/Activity/Breakthrough Axis/Action
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Faced with increasing complexity, the sustainability of companies depends on their ability to deal with the unexpected and their capacity for innovation. This implies a development of their reactivity and a more orientation towards value creation. Indeed, we must move from a logic of performance to a logic of value creation. The 4A model is a new approach to operational management: The 4A model assumes that it is the performance in terms of value to be created for the partners that determines the strategy and not the strategy that provides the basis for the company's performance system. It hig...
Faced with increasing complexity, the sustainability of companies depends on their ability to deal with the unexpected and their capacity for innovation. This implies a development of their reactivity and a more orientation towards value creation. Indeed, we must move from a logic of performance to a logic of value creation. The 4A model is a new approach to operational management: The 4A model assumes that it is the performance in terms of value to be created for the partners that determines the strategy and not the strategy that provides the basis for the company's performance system. It highlights a new relationship between strategy and performance management tools. Strategic decision making is emerging from the desire to meet the expectations of the most diverse customers, and the aim of this model is to make the company's organisation evolve so that it is more reactive and agile. The model presents an approach that marries the bottom up and the top down.
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