How can a customer determine which activities create more value and competitive advantage for his organization?

Identifying the least complex activities does not guarantee they create the most value or competitive advantage; often, more complex, specialized activities are key differentiators.

Analyzing business context and industry vertical provides external perspective but does not directly pinpoint internal activities that create value and competitive advantage within the organization itself.

By looking for business outcomes that span the value chain, a customer can identify which sequence of interconnected activities, from raw materials to final product delivery and support, collectively contribute most to customer value and a distinct market position. This framework helps uncover sources of differentiation or cost advantage.

Defining KPIs measures the performance of activities but does not, in itself, identify which specific activities within the value chain are the primary drivers of competitive advantage and value creation.