This document discusses the concept of managing value. It states that value is a product that must be relevant, easy to use, and reliable for potential users. Value is meaningful differently to different users. Product management works to identify circumstances where a product is most likely to fit a user's preferences and purposes. The document also discusses various factors that contribute to value, including recognition, opportunity, viability, solution, availability, preference, relevance, quality, compatibility, source, and support. It notes that value can occur unintentionally but management aims to influence the type, range, and timing of value. The goal of management is to align value with a user's needs in a given circumstance. This can be done by finding, creating,

1. Managing Value
Why and How

2. Value under Management
Seen as a “deliverable”, value is a product.
A product is meaningful to a potential user based primarily on its circumstantial
relevance, ease of being used, and reliability on demand.
Meanwhile it is not surprising that what is worthwhile to one user may not be to
another.
“Product” management works on identifying the circumstances in which the type
of product is most likely to fit the preference and purpose of the user, and then to
facilitate the production of the product to those terms, for provision.
As such, the model of how to make “value” optimally worthy for the user is not
new or unusual.
It is important, however, to not confuse the benefit of value (meaningful
distinction) with the benefit of management (gainful impact).

3. Value
Solution
Opportunity
Capability
Viability
Position
Purpose
Availability
Recognition
Preference
Relevance Quality
Compatibility
Source
Support
convenienceneed choice
PresenceWhere Value
Comes From
ALL “value” is a distinction,
created/found in a given set of
circumstances, within which its
difference has a specified
significance (which is the
“meaning” of the value).
Value can occur (and be found)
unintentionally; the purpose of
management is to continuously
influence the type, range and
timing of value in expected or
proposed circumstances.
Anything deemed “valuable”
can be described in the evolving
set of variables showing here.
All variables lead up to the type
of value that is asserted for the
recipient.
Required
alignment to user
Real-time user
demand
Assured timely
provision
©2019MalcolmRyder/ArchestraResearch

4. A Glossary of variables in value delivery
VALUE COMPONENT VARIABLE BASIS OF DIFFERENTIATOR Typical Driver of Variability Value Component Relies on…
Recognition Awareness of relationship between type and need Marketing or education Preference
Opportunity Reasonable expectation of effective use in targeted circumstance Observation or demonstration Relevance
Viability
Solution Applies to an explicitly known problem Education or observation Capability
Availability
Preference Perceived fit of value type to user’s standing objective User Priorities Presence
Relevance Relationship between value type and circumstance Priority and duration of circumstances Quality
Viability Effective circumstantial usability given user’s eligibility and trade-offs Current fit to identified user readiness Purpose
Position
Capability Type of User Effectiveness User’s current readiness Compatibility
Availability Timing of verifiable use Modes of timely receipt Source
Support
Presence User’s predisposed awareness of the value type, aka mindshare Publicity, memory, education, etc. Communications
Quality Suitability to functional purpose at suitable scale of deployment Terms of use Agreement
Purpose Target situation of the distinction to be recognized Limits of applicability Function
Position Attributes of value, relative to existing alternatives Tolerable trade-offs Features
Compatibility Appropriateness to current intended user Education or observation Instruction
Source Level of trust/confidence in originator Familiarity Examples
Support Expressed assurance of defined type Experience gained from use Trials
©2019MalcolmRyder/ArchestraResearch

5. Goal of Management
The responsibilities of management span a range of ways to align a type and level of value
with a current or projected circumstance of need, for highest worth.
As seen above, numerous types and depths of success factors can and should be
considered as necessary, for confident alignment.
Typically these factors have been drawn from lessons learned (failure recoveries),
psychology, and user feedback – collectively raising or lower the recognized priorities of
consideration.
That said, one way to obtain such appropriate value is to find it, requiring research.
Another way is to create it, requiring strategic development.
And a third way to obtain appropriate value is to “borrow” it, by joining a party already
using it with a party that needs it, through “chaining” (including chains of chains, i.e.
networks).
In short, managing value – in one way or another – creates an intentional relationship
between a user’s immediate interest and the available alternatives of recognized values.

6. Archestra notebooks compile and organize decades of in-the-field and ongoing empirical findings.
All presented findings are derived exclusively from original research.
Archestra notebooks carry no prescriptive warranty.
As ongoing research, all notebooks are subject to change at any time.
©2019 Malcolm Ryder / Archestra Research
www.archestra.com
mryder@archestra.com
Archestra research is done from the perspective of strategy and architecture.
With all subject matter and topics, the purpose of the notes is analytic, primarily to:
* explore, expose and model why things are
included, excluded, or can happen
in given ways and/or to certain effects.
* comment on, and navigate between,
motives and potentials that predetermine
decisions about, and shapings of, the observed activity.