A good way to strengthen optimisation is with value. But how do you avert a lack of efficiency and effectiveness? By making performance the metric within to analyse, a venturer can properly designate whether or not a working asset is of value. There are also other organisational questions that beckon to be answered. Sure, automation and top-tier human capital can help ensure quality control, but at the other side of the spectrum, there are essential aspects that are needed, but not valued from a performance view, that in essence really create the product of work, which then yields personal or shared benefits. This is why it is important to look at performance as value, not just from a monetary stance, but from an innovation delivery perspective. To the managers and executives, what was just a lever of accountability, now becomes a weighted thought process that can shift both outcomes, and the intrinsics that often become lacking real, pronounced movements in the construction of actual foresight.