TABLE OF CONTENTS When external factors force change, an industry has a choice to adapt, transform, and prosper, or to pursue an outdated model, atrophy, and perhaps vanish. This is not a challenge unique to aerospace history is full of examples of both choices but it is a very real aerospace challenge. Nor is it a technology challenge, although there are plenty of challenging technology issues. What, then, is the real challenge? It is to provide enough value to key stakeholders so that the industry has a future role to play in society.
Chapter 7 lays out A Value-Creation Framework , conceptually simple and powerful, yet also requiring new ways of thinking and new methods and tools to implement. The framework s three interrelated phases value identification, value proposition, and value delivery need to be applied both iteratively and adaptively.
Chapters 8, 9, and 10 Program Value , Value in Corporate and Government Enterprises , and Value at National and International Levels analyze the value-creation framework at our three levels of enterprise. We also address the interrelatedness and interdependencies of these enterprise levels.
Value is a powerful, but elusive, goal. Activities and entities that create no value survive only by policy or edict a concept familiar to each of us as consumers. But in a...
