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Reputation_The Missing Piece in Resiliency Planning, Part 1, by Linda Locke 2015
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https://flevy.com/browse/flevypro/shareholder-value-traps-5239
Changing industry ecosystems and competition today demand from the organizations to undergo strategic shifts. The purpose of a company is undergoing Business Transformation from serving the interest of shareholders to serving all stakeholders that influence the organization.
Shareholders are often considered the only stakeholders that invest in a business. Senior management needs to be cognizant of the importance of shareholders as well other stakeholders who create value for the organization. They should work on building a collaborative Organizational Culture and paying heed to the welfare of all those groups that play a role in organizational growth.
This warrants a thorough evaluation of all stakeholders, their long-term interests, and Value Creation — or Value Destruction — potential for the organization. But first, this calls for finding answers to the following key questions:
Who creates the most value for the organization?
Who among the stakeholders typically secure the best deals from the organization?
Who is the victim of having the worst deals from the organization?
Who among the stakeholders is potentially untrustworthy?
Are there any intermediaries or stakeholders fulfilling their personal agendas?
Answering these questions is critical for the executives, otherwise they may risk falling into Shareholder Value Traps. Recognizing and understanding stakeholder value traps while the managing stakeholders’ various interests helps executives achieve shared and individual long-term goals. These 5 common traps prevent stakeholders’ interests to get integrated with the interests of the organization and destroy the value of a company if overlooked:
Ignoring cash-flow driving stakeholders while distributing cash
Miscalculating reaction from stakeholders
Supporting under-performing units
Conceding to willful vulture capitalists
Misjudging intermediaries role in transactions
Got a question about this presentation? Email us at support@flevy.com.
[Whitepaper] Shareholder Value Traps: How to Evade Them and Focus on Value Cr...
[Whitepaper] Shareholder Value Traps: How to Evade Them and Focus on Value Cr...Flevy.com Best Practices
This is an old report by Forrester which is still relevant today.
More so that Covid has forced B2B relationships to happen online more often than ever before. Current malpractices handicapping social selling's potential - Forrester - Au...
Current malpractices handicapping social selling's potential - Forrester - Au...Guillaume Larronde-Larretche
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Similar to Activity 3 Presentation.pptx
More Information:
https://flevy.com/browse/flevypro/shareholder-value-traps-5239
Changing industry ecosystems and competition today demand from the organizations to undergo strategic shifts. The purpose of a company is undergoing Business Transformation from serving the interest of shareholders to serving all stakeholders that influence the organization.
Shareholders are often considered the only stakeholders that invest in a business. Senior management needs to be cognizant of the importance of shareholders as well other stakeholders who create value for the organization. They should work on building a collaborative Organizational Culture and paying heed to the welfare of all those groups that play a role in organizational growth.
This warrants a thorough evaluation of all stakeholders, their long-term interests, and Value Creation — or Value Destruction — potential for the organization. But first, this calls for finding answers to the following key questions:
Who creates the most value for the organization?
Who among the stakeholders typically secure the best deals from the organization?
Who is the victim of having the worst deals from the organization?
Who among the stakeholders is potentially untrustworthy?
Are there any intermediaries or stakeholders fulfilling their personal agendas?
Answering these questions is critical for the executives, otherwise they may risk falling into Shareholder Value Traps. Recognizing and understanding stakeholder value traps while the managing stakeholders’ various interests helps executives achieve shared and individual long-term goals. These 5 common traps prevent stakeholders’ interests to get integrated with the interests of the organization and destroy the value of a company if overlooked:
Ignoring cash-flow driving stakeholders while distributing cash
Miscalculating reaction from stakeholders
Supporting under-performing units
Conceding to willful vulture capitalists
Misjudging intermediaries role in transactions
Got a question about this presentation? Email us at support@flevy.com.
[Whitepaper] Shareholder Value Traps: How to Evade Them and Focus on Value Cr...
[Whitepaper] Shareholder Value Traps: How to Evade Them and Focus on Value Cr...Flevy.com Best Practices
This is an old report by Forrester which is still relevant today.
More so that Covid has forced B2B relationships to happen online more often than ever before. Current malpractices handicapping social selling's potential - Forrester - Au...
Current malpractices handicapping social selling's potential - Forrester - Au...Guillaume Larronde-Larretche
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Activity 3 Presentation.pptx
- 1. Reputation and brand image It has always been important to maintain the business reputation at the best levels, but today more than ever in an interconnected world where social networks have given a new role to consumers or customers. Enjoying a bad reputation or image in the sector to which your company belongs is profoundly serious, a risk that few can afford.
- 2. Poor customer support Today's consumer is demanding, compares, searches, reads opinions, and gives great credibility to the opinions and experiences of their peers. This is a fact that becomes a serious risk when it is ignored or not considered within a company. Poor customer service, outdated or not meeting the expectations of the sector, is a risk that has dire consequences in the medium term.
- 3. Uneven economic activity The lack of monitoring of the financial activity of a company is a risk that few can afford. It is not only about detecting drops in activity, but also increases or increases that must be addressed and understood to get the most out of them. Of course, it is a cross-cutting risk that must betaken care of from all departments.