Why did ValueNetworks suddenly collapse last month? Because it has no customers. People are far to clever to slurp up the pseudo-profundity, platitudes and pontifications proffered by ValueNetworks, e.g., “Human interactions follow the network pattern of life itself.”  (?)

If ValueNetworks is such a great business method then why did the company fail so completely? Why couldn’t they attract and retain customers? Why do people soundly reject the ‘thought leadership’ of ValueNetworks?

It is because ValueNetworks is a spurious concept. It is among the most serious cases of malignant solipsism we have ever seen in management consulting. The abrupt dissolution of ValueNetworks recalls the classical proverb, “Doctor, Heal Thyself.’

ValueNetworks is not science or scientific. It is not scholarly or peer-reviewed. Legitimate scholars and academics dismiss ValueNetworks. The method creates useless business caricatures. In short, ValueNetworks is snake oil. It is quack consulting; turgid, pretentious and obtuse. 

The founding intentions of ValueNetworks were solid: build a great firm to rapidly and broadly scale disruptive network analytic technology solutions for business. The sole focus was on measurable customer benefits and advantages. Outcomes from using the analytic software would be improved business performance. 

Managerial didactics, board games, morning interventions with colored yarn and Post Its Notes were not part of the business model. Research papers, lofty speaking engagements, online books and consulting appointments were not part of the revenue model.

Within months of execution of the customer-focused model, ValueNetworks regressed back to a failed consulting agency. ValueNetworks became the domain of Confucius-type mandarins. It never recovered. As such, the firm declared its main product to be ‘Insight.’ What could possibly be more arrogant and narcissistic?

Nothing terrifies failing consultants more than simplification, scale and vast ecologies of customers perpetually testing and probing their fledgling concepts. Thus, in reality, ValueNetworks failed before it got started. There was never any intention to scale or build a solutions-based, customer-focused firm. Besides, the arrogance of ‘thought leadership’ simply repels most all customers. The vacuous notion of ‘insight’ put ValueNetworks on the confident path to oblivion.

Note: Your humble author is the founder of ValueNetworks. After convening and leading the software startup meetings and conversation in Toronto in 2007, it was necessary to resign in 2008 when ValueNetworks was certain to fail. These observations are offered as a post mortem analysis and as lessons learned only.  -jheuristic