Life cycle assessment

International Organization for Standardization (ISO 14040 and 14044) · 1997

Also known as LCA, Environmental product declaration, EPD

Account for what a product does to the environment across its whole life, from raw material to disposal, rather than at the factory gate alone.

Its place in the frameworkBusiness Core›Value Proposition

What it does

The method sets a functional unit, draws a boundary around the stages that count, inventories what goes in and comes out at each, and only then translates that into impacts such as climate effect. An environmental product declaration is a verified, published result of it, written to shared rules so that a buyer can compare products and carry the figures into an assessment of the building or system they go into.

Reach for it when: When a customer has to document the environmental impact of what they buy, and when a claim about a product’s footprint needs something behind it.
Where it stops: The answer depends on the boundary, the data and the assumptions about use and disposal. Two assessments of the same product can differ a great deal and both be correct to their own rules, so a figure compares only with figures made the same way.

ISO 14040 and ISO 14044, Environmental management — Life cycle assessment, first published 1997 and 2006; for construction products, EN 15804.

Why it sits at Value Proposition

What the organisation offers, stated in terms of what it does for someone. A value proposition is a claim about the customer, not a description of the product.

A model is only useful when you reach for it at the right moment. This one answers a question that arises here — so it is filed here, and nowhere else. These are the working areas it serves:

Customer jobs and painsChristensen’s jobs-to-be-done framing, and the customer-profile half of the Value Proposition Canvas.
The offerOsterwalder’s Value Proposition Canvas, where pain relievers and gain creators are matched to the customer profile.
DifferentiationPorter on competitive positioning, and the standard test of substituting a rival’s name into the statement.
ProofWork on buyer risk and evidence in complex sales; the harder the claim, the more the proof carries.

All of Value Proposition

What it touches elsewhere

Nothing in a business is decided on its own. A conclusion reached with this model at Value Proposition lands in these other cores, whether or not anyone follows it there.

Market CoreThe target audience defines whose jobs and pains the proposition addresses.
Brand CoreThe brand promise is the proposition made external and repeatable.
Omni CoreThe journey is where the proposition is either delivered or contradicted.
Goal CoreA change of proposition is a strategic goal, not a marketing task.

Filed at the same place

These answer questions that arise at Value Proposition too. Where they disagree with this one, the disagreement is the useful part.

Jobs to be donePeople do not buy products; they hire something to make progress in a situation.
The Kano modelSome features delight, some merely satisfy in proportion, and some are only noticed when they are missing.
The value proposition canvasA structured way of checking that what you offer answers something the customer actually struggles with.
The Lean StartupTreat a new offer as a set of assumptions to be tested cheaply, rather than a plan to be executed.
Design thinkingUnderstand the person’s situation before defining the problem, and prototype the answer before committing to it.

Elsewhere in Business Core

These are other people’s models, named here so you can go to the source and use them properly. The Omnigoal is not affiliated with their authors and is not endorsed by them; nothing of theirs is reproduced here — no canvas, no diagram, no wording. Each is described in our own words, with the originator credited, because the framework is a place to put thinking, not a replacement for the people who did it. Model names and trademarks belong to their respective owners and are used here only to refer to the work itself.

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