What do we mean by value creation?

Creating value ' in an enterprise is normally associated with the practical implications of different Leadership theories e .g . Theory X vs . Theory Y , Managers vs . Leaders , etc (Quinn et al , 2006 . The problem with these theories is that they seem to put the Leaders on a pedestal looking upon them to radically transform the organization with some sort of magic wand ' efficacy , in a way targeting the outcome (or value , without as much scrutinizing the real showstoppers in the value-creation game

It is with this vacuum in picture , that Cameron and Quinn

came up with a model called the Competing Values Framework (CVF ) which has proven to be a result-oriented tool for assessing value in a modern organization Named one of the 40 most important frameworks in the history of business (Quinn et al , 2006 , CVF consists of a four-quadrant visual model that represent four value-enhancing leadership activities : Control , Compete Create and Collaborate (See figure . In a real-world scenario , this translates into reviewing the complex demands that are represented by each of these expectations . The horizontal axis in the CVF model represents organizational focus ' with external ' on right side and internal ' on left . The vertical axis represents the organizational structure ' with flexibility on top and control on bottom . An organization uses the CVF model to determine where exactly (in which quadrant ) it lies from its range of targeted expectations . Using statistical techniques like regression analysis , the position is pin-pointed to the exact detail , and thus the mismatch between leaders and organizational goals is ascertained with higher certainty

Examples of business activities that can be assessed by the CVF model and make leaders more proactive toward value-creation in their task routines : 1 )A study on Ohio State University (using sample student survey ) was done to analyze the dominant culture , and for 2 /3rd of the sample , it came under the 2nd quadrant (Quinn Rohrbaugh , 1983 , which basically spells out as human-relations model . It clearly indicated a mismatch because everyday activities were being carried out using a different model until then , and was quite an eye-opener . 2 )In the military which presents a hierarchical leadership style (as opposed to an ad hoc style , tactical maneuvers in group exercises can yield less than satisfying results if the leader (the highest-ranked officer in charge of the drill ) fails to identify which quadrant presents the most efficient framework for devising the entire maneuver . It may depend on cohesion and morale (see Quadrant II ) of the GI 's or better information management (see Quadrant III ) in case of air combat exercises

Clearly , CVF can be applied to a versatile range of scenarios for its unique mapping ' capability

Figure SEQ Figure \ ARABIC 1 : The CVF Model : Value-based management (2006

References (Sep 29 , 2006 . Competing values framework . Value-based management Retrieved Jan 23 , 2007

from http /www .valuebasedmanagement .net /methods_quinn_competing_values_frame work .html

Quinn , R .E , Degraff , J , Thakor , A Cameron , K (2006 . Competing Values Leadership

Creating Value in Organizations (New Horizons in Management Series Edward Elgar

Publishing . Xii-XiV...