The process view asks
- Who does which step, in which order?
- How long does it take and what does it cost?
- Where are the bottlenecks and the rework?
Process approach
Processes show how work moves. EVC shows what it is worth.
Enterprise Value Center does not replace process management. It sits on top of it: the same departments, the same handoffs, plus the value each recipient actually got.
Two questions
Efficiency of the path and value of the result
A process can be fast, cheap and well documented, and still produce something nobody needed. Both views are needed.
The value view asks
- What did the recipient actually get?
- Which goals did it move, at each level?
- Where does effort not turn into value?
How the concepts map
Your process model, read as value
| Concept | Process view (BPM, BPMN) | Value view (EVC) |
|---|---|---|
| Pool, lane, role | Who performs the steps | Value Transformer: a department, a team or a person that takes in value and passes it on |
| Handoff between lanes, message flow | Where work moves from one owner to another | Value flow and its seam: what the recipient got and how they assessed it |
| Task, activity | A step in the sequence | Event: someone did something for someone, with cost in hours |
| Output, data object | What the step produces | Value element of a type: a result, a decision, information, a service; or anti-value |
| Cycle time, SLA, cost | How fast and how cheap | Spent hours and response time, kept next to the value received |
| Process goal, KPI | What the process is for | Goals in linked value systems: company, department, team, employee, with shares of support |
| Process owner | Responsible for the process | Flow Owner for a seam, Value Transformer Owner for a unit, Value System Owner for the whole |
| Improvement cycle (PDCA, Kaizen) | Change the process, measure efficiency | Improvement loop: change, then compare value before and after, not only time and cost |
Works with what you use
Methods your teams already know
BPM / BPMN 2.0
Keep your process maps. Lanes become Value Transformers, handoffs become flows. EVC adds what processes do not show: whether the output was worth it for the recipient.
Lean value stream mapping
Lean maps the path of work, waiting and waste. EVC keeps that idea and adds the recipient's assessment, so waste is also measured as value not received.
ITIL 4 value streams
ITIL 4 already speaks of value streams and co-created value. EVC lets service teams record and measure that value with the people who receive the service.
ISO 9001 process approach
The standard asks to manage interacting processes and to monitor how customers perceive results. EVC gives evidence for both inside the organisation. It does not certify anything.
Getting started
From process maps to value flows in five steps
- Start from the process maps you already have: list the lanes and the handoffs between departments.
- Turn the handoffs that matter into value flows and give each a Flow Owner.
- Record what crosses each seam and let recipients assess it in one click.
- Compare value received with time and cost spent. Find the seams where effort does not turn into value.
- Redesign the process where it pays off, then check value before and after in the improvement loop.
BPMN import
Coming later. You can start today.
Automatic import of BPMN 2.0 files into a draft of departments and flows is on the roadmap. Until then, a certified partner maps your key handoffs with you in a workshop.
Request a demo
See EVC on your own structure.
Tell us about your organisation. We will show EVC on an example close to yours and suggest a pilot: one department, two recipient departments, two periods.
- A 45-minute call with a walkthrough on a generic example.
- Cloud (EU) or on-premise, your choice.
- Public pricing: cloud from 4 EUR per user per month, read-only accounts free.
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