What you'll learn
Understand the basic components of Value Orchestration within your organization
Learn the steps to create and implement a Business Use Case plan
How to integrate a Business Use Case into a Business Adoption Roadmap
Collaborate with decision makers in your organization to execute BUCs
Requirements
An interest in Customer Success, Business Strategy
Have taken LIFTu's "Creating Your Business Adoption Roadmap For Success" Course (optional)
Description
LIFT has been orchestrating value for hundreds of organizations over the past several years. During that time we've learned that the most important element in realizing business value is connecting the dots between the planning of business outcomes and the people, processes and tools needed to get there. A Value Orchestrator can be found in many different roles in an organization. They may be a Customer Success or Sales professional working for a software company, whose job it is to get their customers to buy and use more of their software. They may be a Change Management consultant looking to help a client with business transformation. They may be a University Department Head looking to adopt a new way of teaching or learning. They may be in a centralized department of an organization that uses many tools to drive change for several other employees and departments. The common thread here is that the Value Orchestrator brings people together, bridging silos, and driving an intentional EXPERIENCE that is designed to motivate people to achieve the identified measurable outcomes. We call this motion Social Organic Adoption.If you think you might be at the center of an environment where this may be needed.... if you want to LEAD the change that is driven by the VALUE that your organization is seeking to provide, rather than just being a part of it, then this course is designed for you.In this course, you'll learn about Value Orchestration, its components, how it is measured and who should be executing it. We'll dive deep into the core component of Value Orchestration, the Business Use Case, which we also call a BUC, for short! A BUC is not just an acronym for Business Use Case, but it is also a reference to the financial impact of the VALUE that the right use cases can have on your organization. This is a reminder for why you're doing this in the first place. When you successfully design and implement a BUC, you can MAKE a BUC for your organization! Business Use Cases and Value Orchestration are among the primary building blocks of LIFT's Social Organic Adoption Program, and one of the key components in any Customer Success process. This course closely complements our other courses on Social Organic Adoption, and references other concepts you may learn from them. We strongly recommend taking the "Business Adoption Roadmap" course, either before or after you take this course, as these processes reference each other and work hand in hand. We also recommend you check out our courses in LIFT's "Customer Success Foundations" series, to get a deeper dive on the tools introduced here.Value Orchestration, like all of our tools, are repeatable, predictable and scalable, and designed to drive real results in your organization.
Overview
Section 1: Introduction
Lecture 1 What is Value Orchestration?
Section 2: Concepts and Definitions
Lecture 2 First, let's get on the same page
Lecture 3 Who is your customer?
Lecture 4 What is "Customer Success"?
Lecture 5 Value Orchestration
Lecture 6 Social Organic Adoption
Section 3: Making a BUC!
Lecture 7 What is a BUC?
Lecture 8 The Business Use Case Plan, aka, the "Customer Success Plan"
Section 4: The Business Adoption Roadmap and Business Use Cases in Action
Lecture 9 BAR Recap
Lecture 10 Who uses BARs and BUCs?
Lecture 11 The Value of the BAR
Section 5: Creating the Business Use Case Plan
Lecture 12 Create the Plan
Lecture 13 Define the Business Outcome
Lecture 14 Measure Twice, Cut Once
Lecture 15 What's in it for them?
Lecture 16 Bringing it all together
Section 6: Running the Show
Lecture 17 Backstage / Frontstage
Lecture 18 Planning the Show
Lecture 19 Rehearsals
Lecture 20 The curtain rises
Lecture 21 The reviews
Section 7: Showcasing Success
Lecture 22 Do not despise small beginnings
Lecture 23 Make it bigger
Lecture 24 Help it grow
Section 8: Conclusion and Action!
Lecture 25 Taking Action
Employees who are looking to implement change in their organization through careful planning and strategic execution.,Strategic leaders who want to drive change by the value your organization is trying to provide


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