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The Integrated Value Model (IVM): A Relational Data Model of Business Value

The Integrated Value Model (IVM): A Relational Data Model of Business Value

Basil J. White, Beth Archibald Martin, Ryan J. Wold
Copyright: © 2021 |Pages: 23
ISBN13: 9781799877165|ISBN10: 1799877167|EISBN13: 9781799877189
DOI: 10.4018/978-1-7998-7716-5.ch010
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MLA

White, Basil J., et al. "The Integrated Value Model (IVM): A Relational Data Model of Business Value." Using Strategy Analytics to Measure Corporate Performance and Business Value Creation, edited by Sandeep Kumar Kautish, IGI Global, 2021, pp. 198-220. https://doi.org/10.4018/978-1-7998-7716-5.ch010

APA

White, B. J., Martin, B. A., & Wold, R. J. (2021). The Integrated Value Model (IVM): A Relational Data Model of Business Value. In S. Kautish (Ed.), Using Strategy Analytics to Measure Corporate Performance and Business Value Creation (pp. 198-220). IGI Global. https://doi.org/10.4018/978-1-7998-7716-5.ch010

Chicago

White, Basil J., Beth Archibald Martin, and Ryan J. Wold. "The Integrated Value Model (IVM): A Relational Data Model of Business Value." In Using Strategy Analytics to Measure Corporate Performance and Business Value Creation, edited by Sandeep Kumar Kautish, 198-220. Hershey, PA: IGI Global, 2021. https://doi.org/10.4018/978-1-7998-7716-5.ch010

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Abstract

The integrated value model (IVM) empowers analysis of the interdependent aspects of policies, plans, performance measures, priorities, and programs (P5). As organizations are holistic systems of processes and performance, knowing how P5 adds value becomes critical to success and achievement of internal goals and responses to external demands. Modeling these artifacts and mapping them to policies and practices allows analysts to measure the alignment to initiatives. The IVM supports efforts in strategic communications, change management, strategic planning, and decision support. Elements of P5 have explicit hierarchical and relational connections, but modeling the connections and developing logical inferences is an uncommon strategic business practice. This chapter describes how to use those goals to create a logical model for a public sector organization and how to use this model to identify, describe, and align business value. Further, this chapter demonstrates the model's capabilities and suggests future applications.

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