The document outlines the importance of value-oriented management in creating value for stakeholders in competitive markets, emphasizing continuous innovation despite economic downturns. It presents methodologies for generating, selecting, and managing opportunities and benefits, as well as the necessary competencies for effective implementation. Additionally, it highlights the significance of corporate social responsibility and offers training and consultancy services to enhance organizational capabilities in value creation.

1. 11 October 2010
Value creation
PortfolioManagement
Creativity
Innovation Business case
Net present value
Scenario
Strategy
Value Based
Management
Decision
Style
Benefits
Cash
Flow
Value
Curve
Investment
Risk
Uncertainty
DecisionMakingIntegral
Performance
Management
Learning
Motivation
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Value-Oriented Management
A framework for successful business innovations!
Edward Koops
March 2018

2. 21 March 2018© 2018 VBM Partners - All rights reserved
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Now we have survived the crisis, we must ask ourselves: “How can we
create value for our stakeholders in tomorrow’s markets?”
§ Without valuable innovations in the pipeline, your competitive position will probably erode quite fast
§ Although an economic downturn puts pressure on investment budgets, innovation is a continuous
process to work on
- Today’s organizations are working continuously on innovative and better models for tomorrows business world
§ To be successful, you should pay attention to what customers value most, not just to what you are able
to produce
- Buying products and services fulfils customer needs, using context mapping you can learn a great deal about your
customers needs
§ Making it happen is still a challenge, as internal and external interdependencies have increased in
today's global business world
- Initiating and managing change have increased significantly in scale, complexity and riskiness
§ Without management paying attention to value creation, bottom line benefits are often unclear or lacking
- Costly transformation programs are often started to keep up with the competition instead of staying ahead of the
competition
How to deal with these issues and challenges successfully?

3. 31 March 2018© 2018 VBM Partners - All rights reserved
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Value-Oriented Management defined
§ Creating Opportunities: Idea Generation and Holistic Appraisal based on Business Cases
§ Selecting the most promising Opportunities: Portfolio Management
§ Measuring Benefits Realization: Performance Management of Programmes and Projects
§ Managing for Value: Sales and Operations Performance Management
Managing
For Value
Measuring
Benefits
Selecting
Opportunities
Creating
Opportunities
A process of facilitation and decision making, focusing on value creation for all
stakeholders of organisations, based on their Business Ideas, by
Business Idea
The strength of the chain is in the weakest link, so they all need to be addressed properly!

4. 41 March 2018© 2018 VBM Partners - All rights reserved
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Investing in Value-Oriented Management will result in a most favourable
return for your organisation
§ Making detailed business cases using Benefits Maps, periodically evaluating projects and programmes in
the portfolio and managing the benefits will deliver the following benefits:
- More value: solutions will generate more value as performance will be higher and costs will be lower as a result of
running interactive, multidisciplinary workshops
- Less money wasted: projects and programmes delivering insufficient value will not have a go or they will, as soon
as the expected benefits fall below the requirements, be stopped in time
- Better control: better insight in the performance of your organisation, less projects and programmes will exceed
budgets and time schedules as a result of better managing dependencies and scarce resources, and as a result of
early signalling and solving of bottlenecks
- Higher benefits: by managing them proactively benefits will be in line with expectations or even exceed them
§ Estimating the size of the benefits of Value-Oriented Management is not easy
- However, practice shows that only paying more attention to value creation during the design process using Value
Engineering techniques will easily deliver tenfold the amount of time and money invested
To put it briefly, Value-Oriented Management delivers a return on investment to dream of and means an
important contribution to your bottom line!

5. 51 March 2018© 2018 VBM Partners - All rights reserved
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Required organisational competences for Value-Oriented Management
Being Innovative and Value Driven
Strategic Thinking and Decision Making
Building and Managing Portfolios
Developing and Validating Business Cases
Managing the Realisation of Benefits
Acting on Integral Performance Views

6. 61 March 2018© 2018 VBM Partners - All rights reserved
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Corporate Social Responsibility (CSR) makes sense within a Value(s)
Oriented Management framework as it maximizes value for all stakeholders
Economic responsibilities
Be profitable
Legal responsibilities
Obey laws and regulations
Ethical responsibilities
Do what is right, fair and just
Philanthropic
Responsibilities
Be a good
corporate citizen
Desired by society
Expected by society
Required by society
Required by society
Source: Business and Society: Ethics and Stakeholder Management, Carroll & Buchholtz
Demands by society are evolving: ecological concerns have grown the last decades and have become
part of CSR. Such concerns have to be addressed in today’s strategic decision making

7. 71 March 2018© 2018 VBM Partners - All rights reserved
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Our Value-Oriented Management offerings
Training
§ Standard VOM training: 3 days
- How to create a process focused on value creation, which
facilitates innovation and change
- How to avoid traps in decision making and build and manage
portfolios with valuable programmes and projects
- How to develop a good business case and track the benefits
§ Business Case Training: 2 days
- Financial concepts and calculations for business casing
- How to develop a good business case
§ Custom-made VOM training: 1-5 days
- Parts of the standard training tailored to the needs of specific
groups, e.g. management, programme and project managers,
controllers, business analysts etc.
- First steps of business case development based on a real
case
§ VOM Introduction Course: 0,5 day
- Introduction for managers to the core concepts of Value-
Oriented Management: value-creation, portfolio management,
business case development and benefits tracking
§ Performance Management Training : 1 day
- How to realize the benefits of innovation and change
- How to incorporate change in your planning & control cycle
Consultancy
§ Development of a business case
- Support the business case owner in developing a business
case using the VBM Partners methodology
§ Benefits Map workshop
- Create a Benefits Map for a business opportunity in a
workshop together with the main stakeholders
§ Audit of the VOM process
- Compare current practices with best practices to assess
maturity levels and give recommendations for improvement
§ Audit of a business case
- Give an opinion on the validity of a business case, based on
an assessment of the process and structure which have been
used to make the business case
§ Portfolio Management Implementation
- Develop and implement governance, methods, processes
and systems
§ Performance Management implementation
- Benefits Realization Management: design of benefits tracking
dashboards and processes
- Planning & control cycle: budgeting and forecasting for
innovation and change versus operations using operational
value-drivers, adapting management information needs

8. 81 March 2018© 2018 VBM Partners - All rights reserved
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To become proficient in Value-Oriented Management, participate in the
three day training course of VBM Partners
It is possible to organize a one-day follow up training in which experiences can be shared and discussed
and some optional modules scheduled for further deepening of insight
Learn about…
§ The drivers of success of an organisation and the connections between innovation, change, decision making and problem solving
§ Your personal preferences and styles with regard to innovation, change and learning
§ Value concepts and valuation methods and the information you need to apply them
§ How to make a Business Case which will be supported by all stakeholders and learn how to make a Benefits Map
§ How to select the right criteria for decision making and how to define the management information needed to manage the benefits
of your investments
Get rid of…
§ Silo thinking
§ Barriers to creativity
§ Insufficient support for change
§ Decision making based on gut
feeling
§ Budget overruns and failing
projects and programmes
§ Badly founded investment budgets

9. 91 March 2018© 2018 VBM Partners - All rights reserved
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Why VBM Partners?
Adaptive solutions
§ Holistic approach of complex business
issues
§ Pragmatic solutions tailored to your
needs
PARTNERS
Connected
§ Member of the Orde van organisatie-
deskundigen en -adviseurs
§ Member of the Dutch Association of
Cost Engineers (DACE)
Innovative
§ Creative problem solving
§ Applying latest methods
Close cooperation
§ Interactive approaches to consulting
§ Training and coaching skills

10. 101 March 2018© 2018 VBM Partners - All rights reserved
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References
Business Case (training) Integral Performance Management

11. 111 March 2018© 2018 VBM Partners - All rights reserved
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Publications (in Dutch)
1. Waardegericht Management: symbiose tussen management en
ondernemerschap/Edward Koops– In: Holland Management Review, nr. 172
2. Grotere rol van de staat noodzakelijk in huidige kredietcrisis / Edward Koops
– In: Liberaal Reveil, december 2009
3. Samenwerken aan control is het credo! / Edward Koops – In: CFO Magazine,
november/december 2008
4. Geen Governance zonder Integraal Performance Management / Edward
Koops – In: CFO Magazine, januari 2005
5. Het speelveld van de CFO: omgaan met dilemma’s / Fred Conijn, Allard
Everts, Edward Koops, Rob Uiterlinden - 's-Hertogenbosch: Tutein
Nolthenius, 2005 (ISBN 90 72194 73 X)
6. Financiële trends: van hype tot hulpmiddel / Fred Conijn, Edward Koops, Rob
Uiterlinden – In: Management Control & Accounting, maart 2004
7. Financiële trends: de scorekeeper voorbij? / Fred Conijn, Edward Koops, Rob
Uiterlinden – In: Management Control & Accounting, februari 2004
8. World Class Finance in de praktijk / Fred Conijn, Edward Koops, Rob
Uiterlinden - 's-Hertogenbosch: Tutein Nolthenius, 2003 (ISBN 90-72194-
66-7)
9. Cost Management, onmisbaar voor succesvol ondernemen / Edward Koops,
Karin Bos – In: Kluwer Praktijkboek Financieel Management, 2002
10. Combinatie van BCS en ABC leidt tot betere stuurinformatie / Edward Koops
– In: Management Control & Accounting, 2001 nr. 5
Edward Koops
0 68 333 69 70
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VBM Partners
Voor succes met Value Based Management!
Kuyperstraat 11
3404 HL IJsselstein
edward.koops@vbmpartners.nl
www.vbmpartners.nl