Value
summary
Argues that Value is multidimensional and systemic, not just money, and shows concrete practices: map stakeholders as actors (power/interest quadrant), use impact mapping and a practical "value poker" workshop to surface competing goals, deliver small increments to probe the system, and track outcomes (example: Merck measures lives saved — 10,000 to 5,000 — to prove impact). Calls out common traps: 30–40% of features never get used and local optimisations (bureaucracy, personal agendas) undermine overall value.
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chapters (14)
- 0:00Introduction
- 1:13Defining value
- 5:09Value and personal values
- 11:09Measuring value
- 15:24Stakeholders' value views
- 20:53Value as a system
- 22:40Conflicting values
- 28:49Start with why
- 31:20Value and values
- 34:10Probe reactions
- 35:15Local optimization costs
- 38:07Behavior through values
- 41:17Make values visible
- 44:16Closing thoughts
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