Understanding Value in Relationships and the Business Value Delivery Process

(1131 words/4.75-minute read)

In any relationship—whether personal or professional—value is a two-way street. Both the sender and receiver must derive some level of value from the investment or transaction for the relationship to thrive. This fundamental concept of value exchange is at the core of business, and it drives the process of value delivery. 

When we talk about return on investment (ROI), we are really talking about value. Someone invests money in a product or service and expects to receive value in return. On the other side, the person or business receiving that money is also delivering value through the product, service, or solution they provide. The relationship is symbiotic—mutually beneficial—as long as both parties perceive value in the transaction.

However, when we look at business relationships, particularly in the context of projects or technology investments, we often focus too quickly on price or time. It’s common for stakeholders to jump into discussions about how much a solution will cost or how long implementation will take. While these factors are important, they should never be the starting point. The conversation should always begin and end with value—what value is being delivered, how it’s being delivered, and how that value will sustain over time.

Looking at Value in Context

The challenge in business is that value cannot be considered in isolation. Value must be evaluated within a broader context. This is where business analysis professionals play a pivotal role. A solid business case is worth its weight in gold because it helps articulate the value of a proposed solution by factoring in all the elements that influence its success or failure.

Let’s consider the example of new technology. On the surface, it may seem like a technological advancement offers immense value. It provides features and capabilities that were previously unavailable, promising a leap forward in efficiency, performance, or capability. But, as any experienced business analysis professional will tell you, that’s only part of the story.

Technology comes with a price—not just the initial software purchase but the ongoing costs of maintaining that software. In today’s subscription-based world, organizations need to think not only about the cost of acquiring technology but about the long-term financial commitment of using and maintaining it. You want any investment you make to continuously provide value, especially when you’re continuously paying for it.

The Hidden Costs of Implementation

Technology implementation brings with it both hard and soft costs. These costs include the actual financial outlay to purchase the software, as well as the resources needed to migrate data, train staff, create documentation, and configure systems. A successful implementation also involves change management, guiding users from the old way of doing things to the new way, ensuring they are comfortable with the transition. 

This entire process requires careful analysis and strategic planning. Business analysts are key players in this phase, as they analyze the current state of systems, identify data migration needs, and help craft training and documentation materials. In this sense, business analysts are not just part of the implementation team; they are value drivers, ensuring that every dollar and hour spent results in a smoother transition and a higher return on investment.

Always Consider the Broader Context

The true value of any solution is not realized in a vacuum. When evaluating a new technology, for example, it’s important to take a step back and ask some foundational questions:

• Why are we looking at this solution?
• Why this technology?
• Why now?
• What would happen if we didn’t adopt this technology?
• Why hasn’t this been done in the past?

These questions help to clarify the larger context in which the solution is being proposed. Only when the answers to these questions are clear can we properly evaluate the value of the solution. 

Another key part of understanding value is looking outward—considering what other options are available.

• What other vendors offer similar software?
• What are competitors doing?
• What’s happening in the industry as a whole?

All of these factors influence the value of the proposed solution.

When an organization takes the time to evaluate the broader context, it becomes easier to see the full picture of value. It’s not just about what the technology can do; it’s about how well it fits into the organization’s current systems, its future plans, and its broader market position.

Leading with Value

At the end of the day, businesses should always lead with value. Whether you’re pitching a new product, evaluating a vendor, or considering a partnership, the value proposition must be front and center. And that value should be viewed through the lens of the bigger picture.

Take, for instance, the relationship between a vendor and a company looking to implement a new system. It’s easy to look at the software’s features or the vendor’s price point. But the real questions are:

• What value does this vendor bring to the table, both now and in the future?
• How does their solution align with your company’s long-term goals?
• What value will they provide in terms of service, support, and ongoing innovation?

Sometimes, even if you don’t end up selecting a particular vendor, the conversations you have with them are valuable. Engaging with vendors, consultants, or even speakers can spark ideas and approaches that you hadn’t previously considered. These discussions can often help you see challenges or opportunities in a new light, expanding your understanding of the value landscape.

The Role of Business Analysis in Value Delivery

Business analysis is, at its core, about delivering value. Business analysis professionals help organizations clearly define what value looks like, how to achieve it, and how to measure it. By doing so, they ensure that every investment—whether in technology, processes, or people—leads to tangible improvements. 

A business analysis professional’s ability to look at the bigger picture is what sets them apart. They understand that value is not a one-time transaction; it’s an ongoing process. By continually asking the right questions, evaluating alternatives, and aligning solutions with business goals, analysts help organizations maximize their return on investment. 

In a world where technology and business environments are constantly evolving, the need for business analysis professionals to drive value has never been greater. By keeping the focus on value—both in the short term and the long term—business analysts play a crucial role in the success of any project or initiative.

Conclusion

Value is the cornerstone of any successful relationship, whether between businesses, customers, or vendors. By focusing on the broader context of value delivery and understanding the hidden costs and benefits of any investment, organizations can make smarter decisions that drive long-term success. With business analysis professionals at the helm, ensuring that value is the guiding principle, businesses can confidently navigate the complexities of the modern market and emerge stronger and more competitive.