4. CONCLUSIONS

4.1 Examples of use

I and others have successfully used the Process in its earlier state, and it has been shown to ICL's customers.

The only use I have made of this Process since developing it to its current state with this project is to spend a few hours examining the possibility of Romanian Railways acquiring a new information system and then using it as the basis for New Business Development with other Railways. The Process worked to the extent of showing their need build competence in various parts of the value chain. But, frankly, at this superficial level it didn't reveal insights that common sense wouldn't have shown. (I didn't have the opportunity to work with the Railway, and it is here that the Process would help to build consensus).

Proper validation of the results of the project is in the future.

4.2 Implications

The Process does work - if only by broadening the scope of the discussion and providing a more comprehensive checklist than would otherwise be used. It also benefits from having a visible model, which enables teamwork.

The Process does not yield a mechanical yes/no answer. Every stage still requires management judgement (and indeed management may choose to ignore the Process's conclusions).

Probably the two most important factors that the Process forces to the attention of the team are:

  1. core competence needs
  2. life cycle

4.3 Further work

Evolution of the Process, especially the checklists, continue.

The categories of core competence (section 3.5) are deficient and further work is needed.

The relationship between the value chain life-cycle and the competition life-cycle is a useful area for further study.