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# Value-Flow Thinking Sprint
- URL: https://caterpillar.garden/offers/value-flow-thinking-sprint/
- Published: 2026-10-27T10:32:57.000Z
- Updated: 2026-11-09T16:04:42.000Z
- Description: From €3,000 · Lite from €1,500 · half-day workshop · 1–2 weeks
- Author: Marcin Karkocha
- Tags: #offers

## Don't optimise for cost. Optimise for value.

AI is pushing finance teams to cut costs, often by cutting jobs to fund pay-per-use AI. That is cost myopia: it fixes a budget line while eroding the capacity to create value. The Sprint applies Value Engineering – a discipline with roots at GE and in purchasing and materials management – to find where value really sits, not just where the costs land.

## Why it matters

Most companies can't see where their value sits across their processes – only where the costs land. So they cut blindly, and the spend quietly grows back. The ones that stay in control can answer three questions: where is our money actually going, what is each system or capability really worth, and what do we fix first – and why.

## After the Sprint

The Sprint stands on its own. If you want to act on the scorecard: **Value Scorecard Monitoring** (Pro) checks that projected savings actually land in the P&L – light monthly (about €500 a month) or deep quarterly (about €1,200 a quarter) – or a full transformation in which the scorecard becomes its cockpit.

## Common objections

**“We don't have the time, data or skills for this.”** We scope the work to one to three underperforming value flows, so the analysis stays small and delivers quick wins while your team learns the method.

**“Isn't this old-school manufacturing thinking? We're a digital business.”** The opposite. Cloud, subscriptions and pay-per-use AI make costs harder to see and often sit outside the department they are billed to – which makes this lens more relevant, not less.

**“This sounds too academic for us.”** We prove it on one real area first, in your own numbers. The theory stops mattering once it pays for itself.