ABSTRACT
This chapter starts with an introduction to the methodological challenge by providing the relevant background on value network analysis (VNA). It identifies those elements in VNA that may cause fragmentation of value-driven alignment of change proposals, which should become part of a more structured consensus-building process, in particular when business processes should be developed on that ground. The chapter provides an example of a VNA case in the Sales and Presales group of a service company providing innovative instruments for knowledge acquisition and sharing. It looks at the case of individual stakeholder transaction analyses, since VNA focuses on value creations while targeting stakeholder- and business-conform exchange patterns. Stakeholders are increasingly involved in organizational change and development, and thus, value creation processes. Transactional value analytics is based on elicited transactions between people acting in certain roles and explores patterns in terms of reciprocity and the perceived value of generated deliverables transmitted to other stakeholders, and received deliverables from other stakeholders.
