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IBM 2014, C-level Risk And Opportunity Alerts
IBM 2014, C-level Risk And Opportunity Alerts
IBM 2014, C-level Risk And Opportunity Alerts
IBM 2014, C-level Risk And Opportunity Alerts
IBM 2014, C-level Risk And Opportunity Alerts
IBM 2014, C-level Risk And Opportunity Alerts
IBM 2014, C-level Risk And Opportunity Alerts
IBM 2014, C-level Risk And Opportunity Alerts
IBM 2014, C-level Risk And Opportunity Alerts
IBM 2014, C-level Risk And Opportunity Alerts
IBM 2014, C-level Risk And Opportunity Alerts
IBM 2014, C-level Risk And Opportunity Alerts
IBM 2014, C-level Risk And Opportunity Alerts
IBM 2014, C-level Risk And Opportunity Alerts
IBM 2014, C-level Risk And Opportunity Alerts
IBM 2014, C-level Risk And Opportunity Alerts
IBM 2014, C-level Risk And Opportunity Alerts
IBM 2014, C-level Risk And Opportunity Alerts
IBM 2014, C-level Risk And Opportunity Alerts
IBM 2014, C-level Risk And Opportunity Alerts
IBM 2014, C-level Risk And Opportunity Alerts
IBM 2014, C-level Risk And Opportunity Alerts
IBM 2014, C-level Risk And Opportunity Alerts
IBM 2014, C-level Risk And Opportunity Alerts
IBM 2014, C-level Risk And Opportunity Alerts
IBM 2014, C-level Risk And Opportunity Alerts
IBM 2014, C-level Risk And Opportunity Alerts
IBM 2014, C-level Risk And Opportunity Alerts
IBM 2014, C-level Risk And Opportunity Alerts
IBM 2014, C-level Risk And Opportunity Alerts
IBM 2014, C-level Risk And Opportunity Alerts
IBM 2014, C-level Risk And Opportunity Alerts
IBM 2014, C-level Risk And Opportunity Alerts
IBM 2014, C-level Risk And Opportunity Alerts
IBM 2014, C-level Risk And Opportunity Alerts
IBM 2014, C-level Risk And Opportunity Alerts
IBM 2014, C-level Risk And Opportunity Alerts
IBM 2014, C-level Risk And Opportunity Alerts
IBM 2014, C-level Risk And Opportunity Alerts
IBM 2014, C-level Risk And Opportunity Alerts
IBM 2014, C-level Risk And Opportunity Alerts
IBM 2014, C-level Risk And Opportunity Alerts
IBM 2014, C-level Risk And Opportunity Alerts
IBM 2014, C-level Risk And Opportunity Alerts
IBM 2014, C-level Risk And Opportunity Alerts
IBM 2014, C-level Risk And Opportunity Alerts
IBM 2014, C-level Risk And Opportunity Alerts
IBM 2014, C-level Risk And Opportunity Alerts
IBM 2014, C-level Risk And Opportunity Alerts
IBM 2014, C-level Risk And Opportunity Alerts
IBM 2014, C-level Risk And Opportunity Alerts
IBM 2014, C-level Risk And Opportunity Alerts
IBM 2014, C-level Risk And Opportunity Alerts
IBM 2014, C-level Risk And Opportunity Alerts
IBM 2014, C-level Risk And Opportunity Alerts
IBM 2014, C-level Risk And Opportunity Alerts
IBM 2014, C-level Risk And Opportunity Alerts
IBM 2014, C-level Risk And Opportunity Alerts
IBM 2014, C-level Risk And Opportunity Alerts
IBM 2014, C-level Risk And Opportunity Alerts
IBM 2014, C-level Risk And Opportunity Alerts
IBM 2014, C-level Risk And Opportunity Alerts
IBM 2014, C-level Risk And Opportunity Alerts
IBM 2014, C-level Risk And Opportunity Alerts
IBM 2014, C-level Risk And Opportunity Alerts
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IBM 2014, C-level Risk And Opportunity Alerts

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Tomorrow's Profit, Hidden in Today's Strategy & Execution Performance Predictive Index and Risk Alerts

Tomorrow's Profit, Hidden in Today's Strategy & Execution Performance Predictive Index and Risk Alerts

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  1. SIMMETHOD A New Way To Measure And Predict Your Corporate Risk And Performance IBM Tomorrow’s profit, hidden in today’s Strategy & Execution Performance Predictive Index and risk alerts. 7/24/2014 1 WWW.SIMMETHOD.BLOGSPOT.COM
  2. SIMMETHOD Risk and Opportunity Alerts 7/24/2014 WWW.SIMMETHOD.BLOGSPOT.COM 2
  3. SIMMETHOD Strategy & Execution Performance Predictive Index and Risk Alerts On July 14, Steve Lohr wrote on the New York Times: “IBM in Tug of War Between Legacy and the Leading Edge” “For IBM, the challenge is to convert the future of technology into an opportunity rather than a threat” 7/24/2014 WWW.SIMMETHOD.BLOGSPOT.COM 3
  4. SIMMETHOD Strategy & Execution Performance Predictive Index and Risk Alerts “The technology giant has taken big steps. It is investing in cloud computing and in software to help customers make sense of the flood of digital data”. “And this week IBM announced a big move in mobile computing: a landmark alliance with Apple to jointly develop smart software for the business market delivered to IPhones and Ipads”. 7/24/2014 WWW.SIMMETHOD.BLOGSPOT.COM 4
  5. SIMMETHOD Strategy & Execution Performance Predictive Index and Risk Alerts “But while the strategy looks promising, it has yet to pay off. The company’s revenue has been disappointing for more than a year, and investors are watching for signs of progress”. “IBM has managed to hit its profit targets largely by cutting costs and buying back shares”. 7/24/2014 WWW.SIMMETHOD.BLOGSPOT.COM 5
  6. SIMMETHOD Strategy & Execution Performance Predictive Index and Risk Alerts “There is a sort of tug of war going on inside IBM, Mr. Milunovich an analyst with UBS said”. “And the question is, can the company really grow in the new technologies and still keep a strong, steady business in the older technologies”? 7/24/2014 WWW.SIMMETHOD.BLOGSPOT.COM 6
  7. SIMMETHOD Strategy & Execution Performance Predictive Index and Risk Alerts “But looking at the lack of growth in IBM’s mainstay software and services business as a whole, analysts remain unconvinced”. “The defining challenged for all the big, established technology companies, says A.M. Sacconaghi, an analyst at Bernstein Research, is to move successfully from today’s technologies to tomorrow’s”. 7/24/2014 WWW.SIMMETHOD.BLOGSPOT.COM 7
  8. SIMMETHOD Strategy & Execution Performance Predictive Index and Risk Alerts 7/24/2014 WWW.SIMMETHOD.BLOGSPOT.COM 8 • “IBM’s executive team recognizes the difficulty of navigating that strategic decision. In an interview in May , Ms Rometty (IBM’s CEO) acknowledged that this was a “rocky time”. But she said it was confident IBM was taking the necessary steps to ensure the company’s long term health”.
  9. SIMMETHOD • Is IBM’s future risk and performance predictable based on the SIMMETHOD Strategy and Execution Performance Predictive Index and risk and opportunity alerts? 7/24/2014 9WWW.SIMMETHOD.BLOGSPOT.COM
  10. The Way We Measure Corporate Risk and Performance Is Broken Why do Businesses fail or fail to perform? Blockbuster Borders Circuit City Mervyns Wachovia Washington Mutual Linen n’ Things 7/24/2014 10WWW.SIMMETHOD.BLOGSPOT.COM
  11. The CEO Lament in the Business Analytics Market • We did not see it coming. All my products and data analytics pointed North while my business as a whole (in comparison to new competitors and the Best In Class in multiple industries) pointed South. 7/24/2014 11WWW.SIMMETHOD.BLOGSPOT.COM
  12. Disrupting the Way You Measure Corporate Risk and Performance There are three main problems: • The lack of a single industry-agnostic scale to measure and predict corporate strategy & execution (competitive advantage) leads to erroneous and inconsistent C-level visibility and decision-making 7/24/2014 12WWW.SIMMETHOD.BLOGSPOT.COM
  13. SIMMETHOD Strategy & Execution Performance Predictive Index 7/24/2014 WWW.SIMMETHOD.BLOGSPOT.COM 13 How to holistically measure strategy and execution and competitive advantage?
  14. Disrupting the Way You Measure Corporate Risk and Performance • Silos-analytics and leading indicators that lead to erroneous C-level decisions based on many versions of the truth unintegrated to business strategy and objectives and the market forces that will have a major impact on your decisions 7/24/2014 14WWW.SIMMETHOD.BLOGSPOT.COM
  15. Silos Analytics Lead to Many Versions of the Truth and Erroneous Decisions 7/24/2014 15WWW.SIMMETHOD.BLOGSPOT.COM
  16. Disrupting the Way You Measure Corporate Risk and Performance • C-level risk and performance metrics and ratios based on industrial-era analytics that were not designed to capture intangible values or the dynamic relationships between businesses and their value chains 7/24/2014 16WWW.SIMMETHOD.BLOGSPOT.COM
  17. 7/24/2014 WWW.SIMMETHOD.BLOGSPOT.COM 17 Lack of Business and Value-Chain Leading Indicators and Risk Alerts Company view SIMMETHOD™ industry view indicators & alerts SIMMETHOD™ value-chain view, leading performance indicators & alerts SIMMETHOD™ global market view leading risk/ performance indicators & alerts database Inward- Looking Analytics Maximum Risk, Minimum Visibility Value-Chain and Market Leading Indicators and Risk Alerts Minimum Risk and Maximum Visibility
  18. The Leading Indicators and Risk Alerts of the Best-In-Class Why do you need Industry Agnostic Leading Indicators and Risk/Opportunities Alerts? • In an interdependent market (like the planets in the solar system) your current and future risk and performance are impacted by an ecosystem of constantly changing competitors coming from inside and outside your Industry. 7/24/2014 WWW.SIMMETHOD.BLOGSPOT.COM 18
  19. The SIMMETHOD Algorithm SIMMETHOD Strategy & Execution Performance Predictive Index Stockholders valuation and management’s rating C-level strategy & execution Business model Management’s ability to strategize & execute against competitors and the Best In Class Competitors’ strategy & execution 7/24/2014 19WWW.SIMMETHOD.BLOGSPOT.COM
  20. SIMMETHOD Strategy and Execution Performance Predictive Index • What is IBM’s position within the 2014 SIMMETHOD Strategy & Execution Performance Predictive Index League Table? 7/24/2014 20 WWW.SIMMETHOD.BLOGSPOT.COM
  21. SIMMETHOD’s C-Level Trends 2012-2014 IBM and the Best-In-Class The following C-Level indices show IBM’s ability to: • Strategize and execute against the SIMMETHOD Best-In-Class, • Compete against the Best-In-Class, current and future competitors and are leading indicators of future business opportunities, risk and performance. 7/24/2014 21WWW.SIMMETHOD.BLOGSPOT.COM
  22. SIMMETHOD Strategy & Execution Performance Predictive Index 0 10 20 30 40 50 60 70 80 SIMMETHOD Management Controllable Resources Index SIMMETHOD Strategy & Execution Performance Predictive Index 7/24/2014 22 WWW.SIMMETHOD.BLOGSPOT.COM
  23. SIMMETHOD Strategy & Execution Performance Predictive Index -10 -5 0 5 10 15 20 25 30 35 SIMMETHOD Management Controllable Resources Index SIMMETHOD Strategy & Execution Performance Predictive Index 7/24/2014 23 WWW.SIMMETHOD.BLOGSPOT.COM
  24. SIMMETHOD Strategy & Execution Performance Predictive Index -30 -25 -20 -15 -10 -5 0 SIMMETHOD Management Controllable Resources Index SIMMETHOD Strategy & Execution Performance Predictive Index 7/24/2014 24 WWW.SIMMETHOD.BLOGSPOT.COM IBM’s negative Management Controllable Resources Index is having a negative impact on its 2014 Strategy & Execution Performance Predictive Index
  25. SIMMETHOD Strategy & Execution Performance Predictive Index -60 -50 -40 -30 -20 -10 0 AT&T Atos ThomasCook Adecco GrupoTelevisa FidelityNational… ComputerSciences Sodexco Verizoncomm AmericanExpress TimeWarnerCable CompalElecronics HP Expedia Capgemini Comcast Libertyinteractive Telefonica VeriskAnalytics Cablevision Centurylink Innolux SIMMETHOD Management Controllable Resources Index SIMMETHOD Strategy & Execution Performance Predictive Index 7/24/2014 25 WWW.SIMMETHOD.BLOGSPOT.COM
  26. SIMMETHOD Strategy & Execution Performance Predictive Index IBM’s 2012 to 2014 trend across the indices of the SIMMETHOD Best In Class showing: • Competitive strengths, • Competitive weaknesses, • Risk levels and • Opportunities for improvement in order to become Best In Class and fend off current and future competitors 7/24/2014 26 WWW.SIMMETHOD.BLOGSPOT.COM
  27. SIMMETHOD 2012 to 2014 Business and Industry Trends 7/24/2014 WWW.SIMMETHOD.BLOGSPOT.COM 27 -6 -4 -2 0 2 4 6 8 10 12 IBM 2012 IBM 2013 IBM 2014 Positive results in the Assets, Overheads and Cash/Debt indices are all positive signs offset by negative trends in the SIMMETHOD Sales and HR indices
  28. SIMMETHOD 2012 to 2014 Business and Industry Trends 7/24/2014 WWW.SIMMETHOD.BLOGSPOT.COM 28 -6 -4 -2 0 2 4 6 8 10 12 IBM 2012 IBM 2013 IBM 2014
  29. SIMMETHOD Trends against the SIMMETHOD Best In Class Your level of risk increases when: • Your data points North and the SIMMETHOD indices point South, or • Your gap to your peers and the Best In Class is widening or • The score of your Strategy & Execution Performance Predictive Index is not supported by all the other indices under management control. 7/24/2014 WWW.SIMMETHOD.BLOGSPOT.COM 29
  30. SIMMETHOD’s C-Level Trends 2012-2014 IBM and the Best-In-Class • When the Best-In-Class and your SIMMETHOD C-Level indices are moving in opposite directions, your ability to compete weakens in proportion to your widening gap to the Best-In-Class. 7/24/2014 WWW.SIMMETHOD.BLOGSPOT.COM 30
  31. SIMMETHOD Trends against the SIMMETHOD Best In Class 7/24/2014 WWW.SIMMETHOD.BLOGSPOT.COM 31 -5 0 5 10 15 20 25 30 35 2012 2013 2014 Average B-I-C SIMMETHOD Strategy/ Execution Performance Predictive Index IBM SIMMETHOD Strategy/ Execution Performance Predictive index
  32. SIMMETHOD Trends against the SIMMETHOD Best In Class 7/24/2014 WWW.SIMMETHOD.BLOGSPOT.COM 32 -5 0 5 10 15 20 25 30 35 2012 2013 2014 Average B-I-C SIMMETHOD Strategy/ Execution Performance Predictive Index IBM SIMMETHOD Strategy/ Execution Performance Predictive index The gap between IBM and the 2014 SIMMETHOD Best In Class is widening indicating an increased level of competitive risk
  33. SIMMETHOD Trends against the SIMMETHOD Best In Class 7/24/2014 WWW.SIMMETHOD.BLOGSPOT.COM 33 -4 -2 0 2 4 6 8 10 12 14 16 2012 2013 2014 Avg. B-I-C SIMMETHOD Management Controllable Resources Index IBM SIMMETHOD Management Controllable Resources Index
  34. SIMMETHOD Trends against the SIMMETHOD Best In Class 7/24/2014 WWW.SIMMETHOD.BLOGSPOT.COM 34 -4 -2 0 2 4 6 8 10 12 14 16 2012 2013 2014 Avg. B-I-C SIMMETHOD Management Controllable Resources Index IBM SIMMETHOD Management Controllable Resources Index IBM’s peers and the Best In Class are able to extract more value from their assets negatively impacting IBM’s Strategy & Execution Performance Predictive Index and competitive advantage
  35. SIMMETHOD Trends against the SIMMETHOD Best In Class 7/24/2014 WWW.SIMMETHOD.BLOGSPOT.COM 35 0 2 4 6 8 10 12 14 16 18 2012 2013 2014 Avg. B-I-C SIMMETHOD Value Creation Index IBM SIMMETHOD Value Creation Index
  36. SIMMETHOD Trends against the SIMMETHOD Best In Class 7/24/2014 WWW.SIMMETHOD.BLOGSPOT.COM 36 0 2 4 6 8 10 12 14 16 18 2012 2013 2014 Avg. B-I-C SIMMETHOD Value Creation Index IBM SIMMETHOD Value Creation Index IBM’s Value Creation Index is moving in opposite direction to the Best In Class thus increasing its level of risk and weakening its competitive advantage
  37. Is there a disconnect between your raw data and your SIMMETHOD indices? • When your raw data (such as your sales) is trending up and your corresponding SIMMETHOD Sales Index is trending down, your level of risk is increasing. Why? 7/24/2014 WWW.SIMMETHOD.BLOGSPOT.COM 37
  38. Is there a disconnect between your raw data and your SIMMETHOD indices? Unlike raw data (e.g. sales), the SIMMETHOD Sales Index holistically measures: The resources necessary to deliver $1 of sales in relation to peers and the Best In Class and The contribution of your sales to the health and value of your business in relation to your peers and the Best In Class 7/24/2014 WWW.SIMMETHOD.BLOGSPOT.COM 38
  39. SIMMETHOD Trends against the SIMMETHOD Best In Class 7/24/2014 WWW.SIMMETHOD.BLOGSPOT.COM 39 -3 -2 -2 -1 -1 0 1 1 2 2 3 2012 2013 2014 Avg. B-I-C SIMMETHOD Sales Index IBM SIMMETHOD Sales Index
  40. SIMMETHOD Trends against the SIMMETHOD Best In Class 7/24/2014 WWW.SIMMETHOD.BLOGSPOT.COM 40 -3 -2 -2 -1 -1 0 1 1 2 2 3 2012 2013 2014 Avg. B-I-C SIMMETHOD Sales Index IBM SIMMETHOD Sales Index In comparison to the B-I-C, IBM needs to sell more each period in order to create each dollar of business value IBM’s weakening SIMMETHOD Sales Index
  41. SIMMETHOD IBM’s Gap to the Best In Class Average The average sales per employee of the B-I-C is 2.3x higher 7/24/2014 WWW.SIMMETHOD.BLOGSPOT.COM 41
  42. SIMMETHOD IBM’s Gap to the Best In Class Average The average profit per employee of the B-I-C is 3.5x higher 7/24/2014 WWW.SIMMETHOD.BLOGSPOT.COM 42
  43. SIMMETHOD IBM’s Gap to the Best In Class Average On average, the market values the employees of the B-I-C 8x higher 7/24/2014 WWW.SIMMETHOD.BLOGSPOT.COM 43
  44. SIMMETHOD Trends against the SIMMETHOD Best In Class 7/24/2014 WWW.SIMMETHOD.BLOGSPOT.COM 44 0 0.5 1 1.5 2 2.5 3 3.5 4 4.5 2012 2013 2014 Avg. B-I-C Overheads Index IBM SIMMETHOD Overheads Index
  45. SIMMETHOD Trends against the SIMMETHOD Best In Class 7/24/2014 WWW.SIMMETHOD.BLOGSPOT.COM 45 0 0.5 1 1.5 2 2.5 3 3.5 4 4.5 2012 2013 2014 Avg. B-I-C Overheads Index IBM SIMMETHOD Overheads Index IBM’s Overheads Index has markedly improved vs. peers and Best In Class. This positive trend will improve its SIMMETHOD Strategy & Execution Performance Predictive Index
  46. SIMMETHOD Trends against the SIMMETHOD Best In Class 7/24/2014 WWW.SIMMETHOD.BLOGSPOT.COM 46 -6 -5 -4 -3 -2 -1 0 1 2 3 4 2012 2013 2014 Avg. B-I-C SIMMETHOD HR Index IBM SIMMETHOD HR Index
  47. SIMMETHOD Trends against the SIMMETHOD Best In Class 7/24/2014 WWW.SIMMETHOD.BLOGSPOT.COM 47 -6 -5 -4 -3 -2 -1 0 1 2 3 4 2012 2013 2014 Avg. B-I-C SIMMETHOD HR Index IBM SIMMETHOD HR Index IBM’s HR Index shows that its HR contribution to business value vs. peers and the B-I-C is diminishing
  48. SIMMETHOD Trends against the SIMMETHOD Best In Class 7/24/2014 WWW.SIMMETHOD.BLOGSPOT.COM 48 -6 -4 -2 0 2 4 6 8 2012 2013 2014 Avg. B-I-C SIMMETHOD Cash/Debt Index IBM SIMMETHOD Cash/ Debt Index
  49. SIMMETHOD Trends against the SIMMETHOD Best In Class 7/24/2014 WWW.SIMMETHOD.BLOGSPOT.COM 49 -6 -4 -2 0 2 4 6 8 2012 2013 2014 Avg. B-I-C SIMMETHOD Cash/Debt Index IBM SIMMETHOD Cash/ Debt Index Improved Cash/Debt Index vs. peers and the B-I-C is a very positive leading indicator
  50. SIMMETHOD Competitive Intelligence Competitive Intelligence showing: • Strengths, • Weaknesses and • Ability to compete with existing businesses and potential new competitors with new business models, cost structures, distribution channels and products. 7/24/2014 50 WWW.SIMMETHOD.BLOGSPOT.COM
  51. SIMMETHOD Competitive Intelligence 7/24/2014 WWW.SIMMETHOD.BLOGSPOT.COM 51 -20 -10 0 10 20 30 40 50 Average B-I-C SIMMETHOD Strategy/ Execution Performance Predictive Index LinkedIn SIMMETHOD Strategy/ Execution Performance Predictive Index Vmware SIMMETHOD Strategy/ Execution Performance Predictive Index IBM SIMMETHOD Strategy/ Execution Performance Predictive index Salesforce SIMMETHOD Strategy/ Execution Performance Predictive Index 2012 2013 2014 IBM’s SIMMETHOD Strategy & Execution Performance Predictive Index vs. peers and the SIMMETHOD B-I-C
  52. SIMMETHOD Competitive Intelligence 7/24/2014 WWW.SIMMETHOD.BLOGSPOT.COM 52 -20 -10 0 10 20 30 40 Average B-I-C SIMMETHOD Strategy/ Execution Performance Predictive Index SAP SIMMETHOD Strategy/ Execution Performance Predictive index Microsoft SIMMETHOD Strategy/ Execution Performance Predictive index Oracle SIMMETHOD Strategy/ Execution Performance Predictive index IBM SIMMETHOD Strategy/ Execution Performance Predictive index Salesforce SIMMETHOD Strategy/ Execution Performance Predictive Index 2012 2013 2014 IBM’s Strategy & Execution Performance Predictive Index trend vs. peers and SIMMETHOD’s Best In Class average
  53. SIMMETHOD Competitive Intelligence 7/24/2014 WWW.SIMMETHOD.BLOGSPOT.COM 53 -20 -15 -10 -5 0 5 10 15 20 Avg. B-I-C SIMMETHOD Management Controllable Resources Index SAP SIMMETHOD Management Controllable Resources index Microsoft SIMMETHOD Management Controllable Resources index Oracle SIMMETHOD Management Controllable Resources Index IBM SIMMETHOD Management Controllable Resources Index Salesforce SIMMETHOD Management Controllable Resources index 2012 2013 2014 IBM’s negative trend and the gap to the B-I-C indicates that IBM could be vulnerable to competitors with more efficient management of resources
  54. SIMMETHOD Competitive Intelligence 7/24/2014 WWW.SIMMETHOD.BLOGSPOT.COM 54 0 2 4 6 8 10 12 14 16 18 20 Avg. B-I-C SIMMETHOD Value Creation Index SAP SIMMETHOD Value Creation Index Microsoft SIMMETHOD Value Creation Index Oracle SIMMETHOD Value Creation Index IBM SIMMETHOD Value Creation Index Salesforce SIMMETHOD Value Creation Index 2012 2013 2014 IBM’s Value Creation Index is below peers and the average Best In Class and its trend is negative
  55. SIMMETHOD Competitive Intelligence 7/24/2014 WWW.SIMMETHOD.BLOGSPOT.COM 55 -20 -10 0 10 20 30 40 2014 Aveg. B-I-C SAP Microsoft Oracle IBM Salesforce B-I-C SIMMETHOD Minimum Company Business Model Index B-I-C SIMMETHOD Value Creation Index B-I-C SIMMETHOD Management Controllable Resources Index B-I-C SIMMETHOD Strategy/ Execution Performance Predictive Index IBM’s gap to the B-I-C across the Minimum Company Business Model, Management Controllable Resources & Value Creation indices shows IBM’s challenges ahead
  56. SIMMETHOD’s Disclaimer • The purpose of the SIMMETHOD Strategy/Execution Performance Predictive Index and Risk/Opportunities Alerts is not to make a business right or wrong but rather contribute towards the understanding of management actions in comparison to industry’s peers and the SIMMETHOD Best In Class. 7/24/2014 WWW.SIMMETHOD.BLOGSPOT.COM 56
  57. SIMMETHOD’s Disclaimer • SIMMETHOD’s Strategy & Execution Performance Predictive Index and Risk and Opportunities Alerts do not seek to be exact but rather serve as a conduit to ask better questions and seek better answers in the performance improvement, risk minimization and value creation journey. 7/24/2014 WWW.SIMMETHOD.BLOGSPOT.COM 57
  58. SIMMETHOD’s Disclaimer • Sometimes, the value of a metric in itself does not provide the greatest of insights, but valuable actionable knowledge is gained from its ability to provide a trend or a common comparison yardstick with other businesses across a range of industries. 7/24/2014 WWW.SIMMETHOD.BLOGSPOT.COM 58
  59. SIMMETHOD’s Disclaimer • This Presentation is for informational purpose only and SIMMETHOD shall not be liable for the contents of the Presentation or for any damage incurred or alleged to be incurred to any of the businesses included in the Presentation as a result of its content. 7/24/2014 WWW.SIMMETHOD.BLOGSPOT.COM 59
  60. SIMMETHOD Strategy & Execution Performance Predictive Index In summary, are the: • Strategy & Execution Performance Predictive Indices, • Risk and opportunity alerts and • 7 Laws of Growth and Value Creation good leading indicators of IBM’s threats, opportunities, risk and performance? 7/24/2014 WWW.SIMMETHOD.BLOGSPOT.COM 60
  61. IBM’s 2014 SIMMETHOD Risk and Performance Summary Table Index Value Index trend Trend vs. B-I-C 7 Laws compliance Sales - - - - Assets + - - - Overheads + + + + HR - - - - Cash/Debt + + + + Management Controllable Resources - - - - Minimum Company Business Model - - - - Value Creation + - - - Strategy & Execution Performance Predictive - - - - 7/24/2014 WWW.SIMMETHOD.BLOGSPOT.COM 61
  62. The SIMMETHOD Algorithm and the 7 Laws of Growth and Value Creation SIMMETHOD 7 Laws Integration /alignment Benchmarking inside/outside your industry Growth & value creation Resource contribution to objectives Predictive performance & risk Averages & positive trends Minimum company /business model 7/24/2014 WWW.SIMMETHOD.BLOGSPOT.COM 62
  63. SIMMETHOD 2014 Industry and Business Trends • SIMMETHOD’s Strategy & Execution Performance Predictive Indices and trends are not deterministic. • Businesses that act on their SIMMETHOD leading indicators and risk alerts can improve their 2014 performance to Best In Class levels. 7/24/2014 WWW.SIMMETHOD.BLOGSPOT.COM 63
  64. SIMMETHOD Risk and Opportunities Alerts SIMMETHOD is in the top 1% of most viewed on Slideshare and has been “Hot” on LinkedIn, Twitter and Facebook 50 times. 7/24/2014 WWW.SIMMETHOD.BLOGSPOT.COM 64
  65. Jorge Oscar Tabacman jtabacman@gmail.com Twitter ID: SIMMETHOD SIMMETHOD A new way to measure and predict the risk and performance of your business and alert you of new threats and opportunities 7/24/2014 65WWW.SIMMETHOD.BLOGSPOT.COM

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