Herein I place below the Buyout Process as mentioned in Investopedia and what my book CREAM Analytics suggests to implement: this would be useful for Buyout Management.
Post-Merger Integration as an Instrument for Improving M&A EfficiencyPaulOstling
This document discusses post-merger integration as a way to improve the efficiency of mergers and acquisitions. It defines different types of mergers and acquisitions and notes that about 1/3 of M&A deals outright fail and another 1/3 miss economic goals. Critical factors for success include careful strategic analysis, planning for integration, managing stakeholders, and establishing metrics to measure success. Effective post-merger integration requires combining companies in reality, not just on paper, and is akin to change management. Key elements of a smart integration plan include addressing culture, people, customers, systems and communicating extensively. Common mistakes include not addressing resistance to change, lacking M&A expertise, and failing to reward integration teams.
AlixPartners - Successful Postmerger Integration in Telecommunications - Sept...sergelupas
1) European telecom mergers and acquisitions have become vastly more complex in recent years, with deals now involving multiple parties, complicated regulatory requirements, and extensive network sharing and partnership agreements.
2) This increased complexity poses major challenges for post-merger integration (PMI) as companies try to untangle the "Gordian knots" created by these deals. If not addressed properly, it could lead to €1.5-2.5 billion in annual value destruction.
3) To successfully integrate acquisitions under these conditions, telecom companies need to both move faster in areas like organizational design decisions and synergy validation, and prepare more thoroughly before deals close through activities like "clean room
This document discusses how IT departments need two modes, traditional and innovative, to keep up with digital transformation. The traditional mode focuses on maintaining legacy systems through optimized processes and service level agreements. The innovative mode uses agile principles for unpredictable but quick development of new technologies and solutions. This "bimodal IT" approach allows companies to both maintain existing systems while innovating at the pace of market trends through separate but collaborative teams. The document also outlines how digitization increases demands on IT in areas like customer experience, delivery speed and security. Managing both modes effectively requires the right oversight to balance reliability and disruption.
The Road to Investing and Building High Growth Companies - Presentation by Jose Marin, Co-Founder & MD of IG Expansion at the NOAH 2013 Conference in London, Old Billingsgate on the 14th of November 2013.
The document provides a summary of common "half-truths" regarding mergers and acquisitions best practices. It discusses 10 commonly held beliefs and provides a more complete "whole truth" for each one. The document cautions against overconfidence in M&A best practices, noting significant variations and a lack of definitive outcomes. It emphasizes humility is needed when managing M&As, as maxims can be misconstrued if not fully understood in context.
Volkswagen, toshiba and industrivärden a way to goJAYARAMAN IYER
In continuation of my offering a measuring device for Corporate Management Operating System I am pleased to post this fourth paper in Slideshare in the series what gets measured gets managed.
This post offers the measuring device, under the banner Volkswagen, Toshiba, Industrivärden - A way to go!
Post-Merger Integration as an Instrument for Improving M&A EfficiencyPaulOstling
This document discusses post-merger integration as a way to improve the efficiency of mergers and acquisitions. It defines different types of mergers and acquisitions and notes that about 1/3 of M&A deals outright fail and another 1/3 miss economic goals. Critical factors for success include careful strategic analysis, planning for integration, managing stakeholders, and establishing metrics to measure success. Effective post-merger integration requires combining companies in reality, not just on paper, and is akin to change management. Key elements of a smart integration plan include addressing culture, people, customers, systems and communicating extensively. Common mistakes include not addressing resistance to change, lacking M&A expertise, and failing to reward integration teams.
AlixPartners - Successful Postmerger Integration in Telecommunications - Sept...sergelupas
1) European telecom mergers and acquisitions have become vastly more complex in recent years, with deals now involving multiple parties, complicated regulatory requirements, and extensive network sharing and partnership agreements.
2) This increased complexity poses major challenges for post-merger integration (PMI) as companies try to untangle the "Gordian knots" created by these deals. If not addressed properly, it could lead to €1.5-2.5 billion in annual value destruction.
3) To successfully integrate acquisitions under these conditions, telecom companies need to both move faster in areas like organizational design decisions and synergy validation, and prepare more thoroughly before deals close through activities like "clean room
This document discusses how IT departments need two modes, traditional and innovative, to keep up with digital transformation. The traditional mode focuses on maintaining legacy systems through optimized processes and service level agreements. The innovative mode uses agile principles for unpredictable but quick development of new technologies and solutions. This "bimodal IT" approach allows companies to both maintain existing systems while innovating at the pace of market trends through separate but collaborative teams. The document also outlines how digitization increases demands on IT in areas like customer experience, delivery speed and security. Managing both modes effectively requires the right oversight to balance reliability and disruption.
The Road to Investing and Building High Growth Companies - Presentation by Jose Marin, Co-Founder & MD of IG Expansion at the NOAH 2013 Conference in London, Old Billingsgate on the 14th of November 2013.
The document provides a summary of common "half-truths" regarding mergers and acquisitions best practices. It discusses 10 commonly held beliefs and provides a more complete "whole truth" for each one. The document cautions against overconfidence in M&A best practices, noting significant variations and a lack of definitive outcomes. It emphasizes humility is needed when managing M&As, as maxims can be misconstrued if not fully understood in context.
Volkswagen, toshiba and industrivärden a way to goJAYARAMAN IYER
In continuation of my offering a measuring device for Corporate Management Operating System I am pleased to post this fourth paper in Slideshare in the series what gets measured gets managed.
This post offers the measuring device, under the banner Volkswagen, Toshiba, Industrivärden - A way to go!
Addressing the big lie of strategic planning - or is it the big flawJAYARAMAN IYER
I enjoyed listening to Roger Martin. They are fundamental to our understanding of Strategy. Although I keep quoting Deming “It isn’t necessary to change, survival is not mandatory’”, considering the NPAs and the corporate falling like 9-pins I urge Corporate to action rather than inaction, “Change, change, change Corporate, change the denominator.”.
Here are the key points about decisions to innovate rather than replace:
- Incumbent firms often face decisions about whether to replace existing products/services or innovate them. Replacing risks losing existing customers and capabilities, while innovating risks missing opportunities from new technologies.
- Factors that influence the decision include the firm's strategic goals, capabilities, resources, and the nature of the existing product/market. Incremental innovation of existing offerings may better leverage existing capabilities and customer relationships.
- However, disruptive technologies sometimes require replacing existing offerings to fully capture new opportunities. Firms must consider the size of the existing business, its growth potential, and how disruptive the new technology is.
- Successful innovation
The document outlines nine key steps that companies can take as part of a digital transformation journey to disrupt themselves before competitors do. The steps include: 1) designing an end-game disruptive business model, 2) analyzing gaps between the current and future models, 3) determining how to execute the transition, 4) architecting new technology, 5) auditing legacy systems, 6) building out a dual-speed IT architecture, 7) establishing a data security strategy, 8) maintaining security during transformation, and 9) using transformation as an opportunity to escalate security standards across the enterprise. Taking these steps can help traditional firms successfully transition to competing in the new digital landscape.
The brand in_the_boardroom_making_the_case_for_investment_in_brandAdCMO
This document discusses the history and limitations of brand valuation and proposes a new approach. It outlines that brand valuation originally developed for accounting purposes focused on a single valuation number, limiting its strategic usefulness. Current methods often rely on flawed shortcuts and proprietary "black box" approaches, producing inconsistent results. The document advocates for an economic-use approach that analyzes a brand's contribution to business cash flows and identifies drivers of brand value, allowing it to inform strategic decision making rather than just provide a valuation figure.
How operational innovation can transform your company.Bibek Prajapati
This document discusses how operational innovation can transform companies. It provides examples of companies like Progressive Insurance and Walmart that achieved extraordinary growth and profits through operational innovations like new claims processing methods and cross-docking. However, operational innovation is rare because it requires deep changes that challenge organizational barriers within a company. Leaders must select innovations that reimagine core work processes, set ambitious goals, learn from other industries, and implement changes through an iterative process to overcome these barriers and make operational innovation sustainable.
Digital disruption is a top-of-mind issue in the C-suites of every industry. Senior executives of traditional firms are looking over their shoulders and wondering if they are in the crosshairs of a digital insurgent.
STRATEGY
58 BUSINESS STRATEGY REVIEW ISSUE 4 – 2010
STRATEGIC
ORCHESTRATION
Many companies seizing major
opportunities in emerging markets
are blazing a management path
also shared by companies such
as Apple, RyanAir and Nestlé.
Strategic orchestration allows
firms to get to market faster,
adapt to changing circumstances
and lower their invested capital,
thereby allowing them to pursue
less profitable opportunities such as
serving emerging market consumers.
Donald L Sull and Alejandro
Ruelas-Gossi tell how.
As the global economic crisis
recedes into the past, executives are
raising their heads from cost cutting
and looking for opportunities to
grow the top line. Unfortunately,
revenue growth is elusive. The
four horsemen of the new normal
— insecure employment, stagnant
wages, unsustainable credit and low
investment returns — cast a dark
shadow over consumers who cut
back on spending. At the same time,
governments are slashing investment
and public payrolls to reign in fiscal
deficits. Major savers, like China
and Germany, cannot shift from
exports to consumption fast enough
to offset declining demand elsewhere
in the world.
How, then, can executives grow
revenues despite tepid overall
demand? The standard answers
are corporate entrepreneurship and
innovation. To grow in stagnant
markets, managers need to spot novel
opportunities or envision breakthrough
products or services that will
differentiate them from competitors.
Unfortunately, established firms often
struggle to seize new opportunities,
losing out to more fleet-footed
start-ups. The failure of corporate
entrepreneurship is often blamed on
a lack of imagination. To stimulate
the necessary creativity, companies
send executives to workshops where
they use finger paints or pretend to be
jungle animals (real examples both) to
think more creatively.
These efforts to stimulate
creativity are misplaced. In most large
corporations, the primary impediment
to revenue growth is not a lack of
creativity, but an unhealthy addiction
to power. Pursuing new opportunities
often demands novel resources and
competencies not currently at a firm’s
disposal. In many cases, executives
reject out-of-hand any opportunity
that doesn’t leverage the firm’s
existing resources and competencies.
Like the proverbial boy with a
hammer, they reject any opportunity
that isn’t a nail. If internal champions
persist in pursuing the market gap,
they often draft detailed blueprints
to develop the necessary resources
in house. But senior executives
often turn down the proposal as too
expensive, time-consuming or risky.
There is an alternative, which we
call ‘strategic orchestration’, whereby
a firm pursues an opportunity —
not by controlling all the required
resources and competencies but by
assembling and managing a network
of partners. Strategic orchestration
allows firms to get to market faster,
adapt to changing circumstances and
.
Elevate your enterprise cfo role reportCor Ranzijn
Companies in virtually every industry are undergoing a secular change to new, platform- based businesses. To thrive, organizations need to digitally reinvent their enterprise business
and operating models. CFO"s continue to be instrumental in providing the analytical insights to help the enterprise invest capital into new opportunities. Essential to this process is a highly collaborative, in-synch C-suite. The CFO’s newest mandate – to help steer the strategic direction
of the enterprise and do so iteratively – requires changes to their finance organizations. Startlingly, nearly half of CFOs report their own finance organizations fall short of what’s required.
Finance for strategic managers Part 4 of 4Parag Tikekar
The document provides information about Prof. Parag Tikekar, including his educational background and experience giving keynote speeches. It then outlines the agenda for the second day of a finance for strategic managers course, including definitions of strategy, assessing organizations, time horizons, Greiner's model of organizational growth phases, and capabilities. The document discusses assessing an organization's current situation, defining mission and vision statements, the three time horizons of strategy, Greiner's six phases of organizational growth, and the three types of capabilities - threshold, distinctive, and dynamic capabilities.
The document is a presentation about a case study involving risks in auditing. A company's CEO suspended senior management at a subsidiary after discovering bribes paid to win government contracts. Four contracts also had improper revenue recognition. The audit committee must decide how to handle the investigation scope, whether to retain the current law firm involved in both the investigation and an upcoming stock offering, and how to balance a thorough probe with upcoming financial deadlines. The presentation discusses facilitating further discussion on these issues and managing various risks. It notes the investigation ultimately found more widespread fraud and financial restatements were required. Lessons are discussed on handling such matters differently to achieve better outcomes.
The second presentation in a 3 part series on Fast and Sustainable Business Growth - how to thrive, not just survive regardless of the economy.
The Course Forward is hazardous, but staying put is worse. …Applied Knowledge is Power
Access The Science of Small Business Growth to maximize your current operations.
Answering two critical questions will fortify your company’s
strategy—and your ability to implement it. For more from Ken Favaro, visit: http://www.strategy-business.com/Ken-Favaro
The Brand in the Boardroom: Making the case for investment in brand by Joanna...Ogilvy
The Red Papers represent the marquee thought leadership from the Ogilvy & Mather network. Research into effectiveness shows that the more we tie individual marketing and advertising efforts to hard measures, the better that advertising performs. That is true on the much larger scale of the brand itself.
It has been challenging, however, to measure the real impact of a brand. Past brand assessments have been limited by an accounting bias and reflexive secrecy about methodology. There is a better way, described here, which has the potential to transform marketing.
The vision of Brand Valuation set forth in this paper can help us all make a better case for investment in brand even as it links our brand strategies to measurable financial outcomes—shareholder value included. That makes a powerful argument for introducing the brand into the boardroom conversation, where it can have a meaningful impact on the health of the whole enterprise.
20 Red Hot, Pre-IPO Companies in 2015 B2B TechIDG Connect
This document profiles 20 privately held tech companies that the author believes have good prospects for an initial public offering (IPO) in 2015. It provides a brief overview and analysis of each company, including their market opportunity and competitiveness, funding to date, and interviews with executives. The author notes that not all of the companies will necessarily IPO, as some may be acquired, but they each have a chance to go public if market conditions are right and they can continue executing well. The purpose is to survey interesting pre-IPO companies, not to predict their success or failure on public markets.
Asset management firms should approach automation and analytics to maximize roiDibyajyoti Laha
This document discusses how asset management marketers can maximize ROI through automation and analytics. It identifies key challenges in content generation, distribution, and analytics for asset managers. It recommends tailored automation solutions to help address issues like managing large content volumes, multiple approval processes, updating content, and reporting. Automation of tasks like content management, alerts, version control, and content formatting can improve efficiency and free up time for higher-value work.
In their relatively short history, Indian captives — foreign-owned operational units — have experienced a mixed record of success and failure. A new set of studies by ISG finds that both legacy and new captives are embracing emerging business models aimed at unlocking previously untapped business value. We call this trend “Captive 2.0.”
The document summarizes a management development program on corporate governance launched on LinkedIn. It discusses measuring corporate performance using principles of corporate atomic structure and return on intangible assets. This enables creation of corporate governance reports on a common scale. It also discusses the importance of board responsibility and ethical leadership in ensuring corporate sustainability, as seen in cases like Tata-Cyrus Mistry and Infosys-Vishal Sikka. The program emphasizes that in the current industrial revolution, boards must empower the entire workforce and apply principles like changing metrics to daily changes in growth rates.
The new global brand name corporate citizen2JAYARAMAN IYER
This is the same but I have removed the music background from the files I posted a couple of days back with the same name.
I present here the salient points of my book via youtube. There are two parts to it 1. Intellectual Value Capital and 2. Action Value Capital. The first part expresses succinctly how the book is created that you can use it for you and your company where you work. The second part is your action, based on how the book could assist you.
1. The interesting aspect would be the difficulty you have put yourself in establishing 'Goal Congruence'. In reality, you guys are fighting among yourselves instead of energizing each other. It's is going to be an important aspect of management you must deeply think and CHANGE.
2. There's an SAP Case study. It does mention other companies too. Take note of it for all companies to correct themselves and get moving for the phenomenal growth of yourselves and the company you work for.
3. Regarding Country rating? Talking of $5 trillion economies? Suggestions to Rating companies and the switching on your triggering device. The New Global Brand Name - is YOU - THE CORPORATE CITIZEN.
Based on my IPR: Inactivity Based Cost Management—Copyright, Govt. of India, Copyrights Office.
Book Launch via LinkedIn
I am pleased to launch my book: Corporate Citizenship and Sustainability: Measuring Intangible, Fiscal, and Ethical Assets. [The-Book] URL: https:// bit.ly/32nBVep via LinkedIn.
Economic revival measures stimulus-cost of inactionJAYARAMAN IYER
My letter to PM: Economic Revival Measures - Stimulus Package - Cost of Inaction
If India has to succeed in implementing the stimulus package it will be based on measuring the ethical assets we create. In my book I describe Knowledge is the goal of ethics. I explain the same as below:
For example, from the US, the Food and Drug Administration (FDA) Modernization Act of 1997, before being enacted, solicited comments from all the stakeholders, including the public, globally. FDA rules are rules, where a rule expresses the truth and when it is being certified to have been followed as prescribed, then it justifies conduct. That truth is ethics and that conduct is knowledge. Therefore, knowledge is the goal of ethics.
I also mention that The knowledge base is empty now. That is, the knowledge of conduct. It is universal. Steering the economy without ethical assets, the result of good conduct, being created would be very difficult. By adopting the suggestions given I am confident the stimulus package announced would be of immense benefit to our country.
How to hasten india's economic recovery nclt and covid19?JAYARAMAN IYER
How to hasten India’s economic recovery - Caught between NCLT and COVID-19 ?
Firstly, I present the four-issue areas selected from my Book, Return on Intangible, Measuring Fiscal and Ethical Assets, due for release in June 2020 from the US:
1. DIY kit for Corporate and government,
2. What does Society Teach?
3. A spontaneous urge to action rather than inaction, and
4. the attrition of ethical values.
Then my proposal for India Corporate, under the headings:
1. EPP - efforts per person,
2. Creative Process and Action Process,
3. Strategy Plan 2024,
4. Ratings facilitates consolidation,
5. Prepare a consolidated CREAM Report 2024, and
6. Fix it, fix it comprehensively the WuhanLab Syndrome.
Addressing the big lie of strategic planning - or is it the big flawJAYARAMAN IYER
I enjoyed listening to Roger Martin. They are fundamental to our understanding of Strategy. Although I keep quoting Deming “It isn’t necessary to change, survival is not mandatory’”, considering the NPAs and the corporate falling like 9-pins I urge Corporate to action rather than inaction, “Change, change, change Corporate, change the denominator.”.
Here are the key points about decisions to innovate rather than replace:
- Incumbent firms often face decisions about whether to replace existing products/services or innovate them. Replacing risks losing existing customers and capabilities, while innovating risks missing opportunities from new technologies.
- Factors that influence the decision include the firm's strategic goals, capabilities, resources, and the nature of the existing product/market. Incremental innovation of existing offerings may better leverage existing capabilities and customer relationships.
- However, disruptive technologies sometimes require replacing existing offerings to fully capture new opportunities. Firms must consider the size of the existing business, its growth potential, and how disruptive the new technology is.
- Successful innovation
The document outlines nine key steps that companies can take as part of a digital transformation journey to disrupt themselves before competitors do. The steps include: 1) designing an end-game disruptive business model, 2) analyzing gaps between the current and future models, 3) determining how to execute the transition, 4) architecting new technology, 5) auditing legacy systems, 6) building out a dual-speed IT architecture, 7) establishing a data security strategy, 8) maintaining security during transformation, and 9) using transformation as an opportunity to escalate security standards across the enterprise. Taking these steps can help traditional firms successfully transition to competing in the new digital landscape.
The brand in_the_boardroom_making_the_case_for_investment_in_brandAdCMO
This document discusses the history and limitations of brand valuation and proposes a new approach. It outlines that brand valuation originally developed for accounting purposes focused on a single valuation number, limiting its strategic usefulness. Current methods often rely on flawed shortcuts and proprietary "black box" approaches, producing inconsistent results. The document advocates for an economic-use approach that analyzes a brand's contribution to business cash flows and identifies drivers of brand value, allowing it to inform strategic decision making rather than just provide a valuation figure.
How operational innovation can transform your company.Bibek Prajapati
This document discusses how operational innovation can transform companies. It provides examples of companies like Progressive Insurance and Walmart that achieved extraordinary growth and profits through operational innovations like new claims processing methods and cross-docking. However, operational innovation is rare because it requires deep changes that challenge organizational barriers within a company. Leaders must select innovations that reimagine core work processes, set ambitious goals, learn from other industries, and implement changes through an iterative process to overcome these barriers and make operational innovation sustainable.
Digital disruption is a top-of-mind issue in the C-suites of every industry. Senior executives of traditional firms are looking over their shoulders and wondering if they are in the crosshairs of a digital insurgent.
STRATEGY
58 BUSINESS STRATEGY REVIEW ISSUE 4 – 2010
STRATEGIC
ORCHESTRATION
Many companies seizing major
opportunities in emerging markets
are blazing a management path
also shared by companies such
as Apple, RyanAir and Nestlé.
Strategic orchestration allows
firms to get to market faster,
adapt to changing circumstances
and lower their invested capital,
thereby allowing them to pursue
less profitable opportunities such as
serving emerging market consumers.
Donald L Sull and Alejandro
Ruelas-Gossi tell how.
As the global economic crisis
recedes into the past, executives are
raising their heads from cost cutting
and looking for opportunities to
grow the top line. Unfortunately,
revenue growth is elusive. The
four horsemen of the new normal
— insecure employment, stagnant
wages, unsustainable credit and low
investment returns — cast a dark
shadow over consumers who cut
back on spending. At the same time,
governments are slashing investment
and public payrolls to reign in fiscal
deficits. Major savers, like China
and Germany, cannot shift from
exports to consumption fast enough
to offset declining demand elsewhere
in the world.
How, then, can executives grow
revenues despite tepid overall
demand? The standard answers
are corporate entrepreneurship and
innovation. To grow in stagnant
markets, managers need to spot novel
opportunities or envision breakthrough
products or services that will
differentiate them from competitors.
Unfortunately, established firms often
struggle to seize new opportunities,
losing out to more fleet-footed
start-ups. The failure of corporate
entrepreneurship is often blamed on
a lack of imagination. To stimulate
the necessary creativity, companies
send executives to workshops where
they use finger paints or pretend to be
jungle animals (real examples both) to
think more creatively.
These efforts to stimulate
creativity are misplaced. In most large
corporations, the primary impediment
to revenue growth is not a lack of
creativity, but an unhealthy addiction
to power. Pursuing new opportunities
often demands novel resources and
competencies not currently at a firm’s
disposal. In many cases, executives
reject out-of-hand any opportunity
that doesn’t leverage the firm’s
existing resources and competencies.
Like the proverbial boy with a
hammer, they reject any opportunity
that isn’t a nail. If internal champions
persist in pursuing the market gap,
they often draft detailed blueprints
to develop the necessary resources
in house. But senior executives
often turn down the proposal as too
expensive, time-consuming or risky.
There is an alternative, which we
call ‘strategic orchestration’, whereby
a firm pursues an opportunity —
not by controlling all the required
resources and competencies but by
assembling and managing a network
of partners. Strategic orchestration
allows firms to get to market faster,
adapt to changing circumstances and
.
Elevate your enterprise cfo role reportCor Ranzijn
Companies in virtually every industry are undergoing a secular change to new, platform- based businesses. To thrive, organizations need to digitally reinvent their enterprise business
and operating models. CFO"s continue to be instrumental in providing the analytical insights to help the enterprise invest capital into new opportunities. Essential to this process is a highly collaborative, in-synch C-suite. The CFO’s newest mandate – to help steer the strategic direction
of the enterprise and do so iteratively – requires changes to their finance organizations. Startlingly, nearly half of CFOs report their own finance organizations fall short of what’s required.
Finance for strategic managers Part 4 of 4Parag Tikekar
The document provides information about Prof. Parag Tikekar, including his educational background and experience giving keynote speeches. It then outlines the agenda for the second day of a finance for strategic managers course, including definitions of strategy, assessing organizations, time horizons, Greiner's model of organizational growth phases, and capabilities. The document discusses assessing an organization's current situation, defining mission and vision statements, the three time horizons of strategy, Greiner's six phases of organizational growth, and the three types of capabilities - threshold, distinctive, and dynamic capabilities.
The document is a presentation about a case study involving risks in auditing. A company's CEO suspended senior management at a subsidiary after discovering bribes paid to win government contracts. Four contracts also had improper revenue recognition. The audit committee must decide how to handle the investigation scope, whether to retain the current law firm involved in both the investigation and an upcoming stock offering, and how to balance a thorough probe with upcoming financial deadlines. The presentation discusses facilitating further discussion on these issues and managing various risks. It notes the investigation ultimately found more widespread fraud and financial restatements were required. Lessons are discussed on handling such matters differently to achieve better outcomes.
The second presentation in a 3 part series on Fast and Sustainable Business Growth - how to thrive, not just survive regardless of the economy.
The Course Forward is hazardous, but staying put is worse. …Applied Knowledge is Power
Access The Science of Small Business Growth to maximize your current operations.
Answering two critical questions will fortify your company’s
strategy—and your ability to implement it. For more from Ken Favaro, visit: http://www.strategy-business.com/Ken-Favaro
The Brand in the Boardroom: Making the case for investment in brand by Joanna...Ogilvy
The Red Papers represent the marquee thought leadership from the Ogilvy & Mather network. Research into effectiveness shows that the more we tie individual marketing and advertising efforts to hard measures, the better that advertising performs. That is true on the much larger scale of the brand itself.
It has been challenging, however, to measure the real impact of a brand. Past brand assessments have been limited by an accounting bias and reflexive secrecy about methodology. There is a better way, described here, which has the potential to transform marketing.
The vision of Brand Valuation set forth in this paper can help us all make a better case for investment in brand even as it links our brand strategies to measurable financial outcomes—shareholder value included. That makes a powerful argument for introducing the brand into the boardroom conversation, where it can have a meaningful impact on the health of the whole enterprise.
20 Red Hot, Pre-IPO Companies in 2015 B2B TechIDG Connect
This document profiles 20 privately held tech companies that the author believes have good prospects for an initial public offering (IPO) in 2015. It provides a brief overview and analysis of each company, including their market opportunity and competitiveness, funding to date, and interviews with executives. The author notes that not all of the companies will necessarily IPO, as some may be acquired, but they each have a chance to go public if market conditions are right and they can continue executing well. The purpose is to survey interesting pre-IPO companies, not to predict their success or failure on public markets.
Asset management firms should approach automation and analytics to maximize roiDibyajyoti Laha
This document discusses how asset management marketers can maximize ROI through automation and analytics. It identifies key challenges in content generation, distribution, and analytics for asset managers. It recommends tailored automation solutions to help address issues like managing large content volumes, multiple approval processes, updating content, and reporting. Automation of tasks like content management, alerts, version control, and content formatting can improve efficiency and free up time for higher-value work.
In their relatively short history, Indian captives — foreign-owned operational units — have experienced a mixed record of success and failure. A new set of studies by ISG finds that both legacy and new captives are embracing emerging business models aimed at unlocking previously untapped business value. We call this trend “Captive 2.0.”
The document summarizes a management development program on corporate governance launched on LinkedIn. It discusses measuring corporate performance using principles of corporate atomic structure and return on intangible assets. This enables creation of corporate governance reports on a common scale. It also discusses the importance of board responsibility and ethical leadership in ensuring corporate sustainability, as seen in cases like Tata-Cyrus Mistry and Infosys-Vishal Sikka. The program emphasizes that in the current industrial revolution, boards must empower the entire workforce and apply principles like changing metrics to daily changes in growth rates.
The new global brand name corporate citizen2JAYARAMAN IYER
This is the same but I have removed the music background from the files I posted a couple of days back with the same name.
I present here the salient points of my book via youtube. There are two parts to it 1. Intellectual Value Capital and 2. Action Value Capital. The first part expresses succinctly how the book is created that you can use it for you and your company where you work. The second part is your action, based on how the book could assist you.
1. The interesting aspect would be the difficulty you have put yourself in establishing 'Goal Congruence'. In reality, you guys are fighting among yourselves instead of energizing each other. It's is going to be an important aspect of management you must deeply think and CHANGE.
2. There's an SAP Case study. It does mention other companies too. Take note of it for all companies to correct themselves and get moving for the phenomenal growth of yourselves and the company you work for.
3. Regarding Country rating? Talking of $5 trillion economies? Suggestions to Rating companies and the switching on your triggering device. The New Global Brand Name - is YOU - THE CORPORATE CITIZEN.
Based on my IPR: Inactivity Based Cost Management—Copyright, Govt. of India, Copyrights Office.
Book Launch via LinkedIn
I am pleased to launch my book: Corporate Citizenship and Sustainability: Measuring Intangible, Fiscal, and Ethical Assets. [The-Book] URL: https:// bit.ly/32nBVep via LinkedIn.
Economic revival measures stimulus-cost of inactionJAYARAMAN IYER
My letter to PM: Economic Revival Measures - Stimulus Package - Cost of Inaction
If India has to succeed in implementing the stimulus package it will be based on measuring the ethical assets we create. In my book I describe Knowledge is the goal of ethics. I explain the same as below:
For example, from the US, the Food and Drug Administration (FDA) Modernization Act of 1997, before being enacted, solicited comments from all the stakeholders, including the public, globally. FDA rules are rules, where a rule expresses the truth and when it is being certified to have been followed as prescribed, then it justifies conduct. That truth is ethics and that conduct is knowledge. Therefore, knowledge is the goal of ethics.
I also mention that The knowledge base is empty now. That is, the knowledge of conduct. It is universal. Steering the economy without ethical assets, the result of good conduct, being created would be very difficult. By adopting the suggestions given I am confident the stimulus package announced would be of immense benefit to our country.
How to hasten india's economic recovery nclt and covid19?JAYARAMAN IYER
How to hasten India’s economic recovery - Caught between NCLT and COVID-19 ?
Firstly, I present the four-issue areas selected from my Book, Return on Intangible, Measuring Fiscal and Ethical Assets, due for release in June 2020 from the US:
1. DIY kit for Corporate and government,
2. What does Society Teach?
3. A spontaneous urge to action rather than inaction, and
4. the attrition of ethical values.
Then my proposal for India Corporate, under the headings:
1. EPP - efforts per person,
2. Creative Process and Action Process,
3. Strategy Plan 2024,
4. Ratings facilitates consolidation,
5. Prepare a consolidated CREAM Report 2024, and
6. Fix it, fix it comprehensively the WuhanLab Syndrome.
Creamchain the dawn of the data management dynamicsJAYARAMAN IYER
CREAMCHAIN - The dawn of the Data Management Dynamics
I thank LinkedIn to have taken the trouble of releasing the names of the visitors to my last three posts. Surely it gave me insight into who the visitors are? But I have been resisting the call for making my Linkedin to a Premium Account that have lot of advantages. However, I am happy posting my posts to the public and I am equally happy many companies whom I am not connected to, visit my pages. The last one was to my satisfaction, in that respect.
Here I have posted a different post - CREAMCHAIN - The dawn of the Data Management Dynamics. It’s a combination of my CREAM Report and Blockchain. Please do have a look at. The last one is a challenge to companies like Google, IBM, Microsoft or SAP. And also to very many techies. If you are ready, I am.
CSR Research and Corporate Sustainability
In our obscurity - in all this vastness - there is no hint that help will come from elsewhere to save us from ourselves. It is up to us. - Carl Sagan
Last week FM Nirmala Sitharaman announced many an incentive to India Corporate, sharp cuts in corporate taxes among many more. It was followed by a CSR incentive to allow corporate India to use their mandatory CSR spending on publicly-funded incubators for R&D.
PM Modi tells investors to ‘come to India’ to aid $5 trillion GDP Goal, offering a 4-D Advantage Model of growth - Democracy, demography, decisiveness, demand.
In this paper I present data of past, strategy plan 2024 and how present be tackled. Corporate India has work in their hands, to compete with China. It is imperative that India gets its share of FDI in course of chasing the dream of $5 trillion economy. It’s hard. CSR way is the right way. Accumulating Ethical Assets is going to be crucial in attracting foreign investment.
One of the big 6 audit firms - bdo - rocks - way to goJAYARAMAN IYER
One of the Big - 6 Audit Firms - BDO - Rocks - Way to go
In the context of finding a solution when Audit Profession is at a low ebb, I see an oasis in a desert. I found Global Review 2017 Your BDO, an interesting document in resolving the issues raised on account of substandard Audits.
BDO seems to be on a good pedestal. The Technology Direction BDO has undertaken goes hand in hand with A&A - Audit and Assurance as well as Technology Advisory. It augurs well for both.
My analysis of BDO is a step ahead to include advancement and mastery over Sustainable Value System. This definitely calls for a different set of approach in structural change in client companies. It is imperative.
Measuring Ethical Assets will be of considerable importance in placing Corporate in the path of growth. Bring Ethical Assets Premium Account in Balance Sheet is the answer for committed Auditors and Corporate alike. Measuring by Corporate Governance is the solution.
Bring ethical assets premium account in balance sheet and eradicate corpora...JAYARAMAN IYER
This document proposes bringing Ethical Assets into corporate balance sheets through an Ethical Assets Premium Account. It details a case study of an alliance between 30 farmer producer organizations (FPOs) representing 40,000 farmers and 30 industrial units. Policies like UNCAC adopted by the FPOs and industries would be valued and credited to their respective Ethical Assets Premium Accounts based on their implementation as measured by a CREAM rating system. This could value the collective Ethical Assets of the FPOs at Rs. 90 crore and the industries at Rs. 120 crore, totaling Rs. 210 crore in the Ethical Assets Premium Account. Auditors would certify the calculations. The proposal
Nirmala seetharaman stimulus package who will spur the growth - corporate g...JAYARAMAN IYER
Nirmala Seetharaman Stimulus Package - who will spur the growth - Corporate Governance or Management Quality?
Check your premises, Nirmala Seetharaman?
The same institutions, the same corporate juggernauts are the ones we would be hoping to take India to a $5 Trillion Economy? Wishful thinking or shot in the dark? I am questioning the Government as to their wishful thinking because of the untrustworthy buccaneers? Modi 1.0 had ushered in a Qualitative Elements in Governance and hoping Modi 2.0 would ensure revenue, profits and growth. The fault lines are with the corporate and banking not with the government. Modi 2.0 priority ought to make sure questionable practices are out and so is ‘phone banking’? But how?
One page report rfp - project fiscal - digitalisingJAYARAMAN IYER
RFP Software - CREAM REPORT - Database - Project FISCAL
1. FPOs/Farmers - Database would be: [2] In the Value Chain
* 40k Farmers, land holding, sector composition - oilseeds, rice, wheat, pulses, yield etc.
* Strategy Plan 2025 - CAGR - Convert CAGR to CDGR [Daily] and Track progress.
* Implement Growth and Earnings by CREAM.
* Responsibility be with the FPCs [GujPro]
* CREAM Report by Individual Farmer.
* CAGR gives the Targets and CDGR the Daily Progress.
* M in CREAM is Management Quality, a repository of Standards. Identify relevant Certification for each Farmer and apply practicing such standards - Crop Production Systems.
ONE PAGE REPORT - Project FISCAL
Rating: FARMER- INDUSTRY - SOCIETY & CONSOLIDATE - AGRI - LEADERSHIP: Return On Intangible
Project FISCAL connects Farmer - Industry - Society the three CCP - Critical Control Points in the Value Chain, Consolidating Agri Leadership in Indian Economy. It’s a single powerful sector giving the platform to stabilise multi-functional aspects of India’s GDP.
CREAM Report to start with, of 45k Farmers connected to Industry and Public would enhance a win-win situation within this Value Chain to Funding Agencies and to the GoI. Pro-active policy changes and commitment forward is to each individual, produce, area and time, in Project FISCAL.
ONE PAGE REPORT [OPR] ~ Farmer - FPO-FPC-RI-VNKC-Kiosks-eCommerce
Consequent to an assignment from VNKC Group of companies a good opportunity has arisen to bring in the concept of Return on Intangible to a Farmer. The OPR explains the modus operandi.
Kunal Kotecha of VNKC is the initiator bringing into fusion farmers and the end users of the produce. Is a great initiative coming from a Fairtrade and HACCP enabled pvlc. IBCM is happy to join him ushering in Corporate and Quality Governance to his unit as well as the Agriculture sector. CREAM enabled Farmers and Corporate would ensure MEASURING the National Policy set by GoI on “FOR THE PROMOTION OF FARMER PRODUCER ORGANISATIONS”. [FPOs]. Met GujPro who manage 30 FPOs/45,000 farmers directly.
IBCM is the catalyst bringing standards implementation among farmers who will be tracked by a common denominator - Intangible - by reference to their Adhaar Card #. A win-win formula as stated in OPR.
It’s my pleasure to begin a great journey with Kunal. Confident we shall connect the dots.
Self-Inquiry
The GRACE of Accounting Firms - 1977 vs 1995
The Book takes you back to 1977 when nothing was hunky-dory. "No profession has suffered a more painful drop in public esteem than accounting; in recent years, accountants have been regularly criticized for failing to expose corporate shenanigans, and have been sued for allegedly certifying misleading company earnings reports. Four SEC complaints were filed against Peat, Marwick, Mitchell & Co., onetime auditor of such tarnished firms as Penn Central and National Student Marketing and a giant of the profession. Walter E. Hanson, 48, a former railroad accountant and senior partner (chief executive) of Peat, Marwick since 1965, moved to restore confidence by volunteering to have his company’s procedures audited by colleagues from competing firms.”
1. Inactivity Based Cost Management - IBCM
1. Activity has a Cost Incidence, Inactivity has a Cost Consequence - Measure Cost Consequence, Now, Now, Now. This is the Main Principle of IBCM.
2. Inactivity arises when there’s no EFFORT being put in. Is a Human failure.
3. DO NOT POSTPONE THINGS FOR TOMORROW.
4. When Strategy Report 2025 mentions areas of targets and Growth Rate is ascertained, then get the CREAM Report done on targets achieved or not achieved, on a Daily basis
5. Strategy Report 2025 should have these elements clearly set, what each person is meant to do Today, tomorrow and every day to the future. Then only it’s called a Substance of Quality.
6. It enables to reach the targets set and to keep moving forward.
7. There’s no Annual or Quarterly Budget created. Strategy Plan 2025 will have all elements within, measured by a CREAM Report on a Daily Basis.
8. There’s no ‘post facto’ Variance Analysis. Inactivity of each person is created on a Daily Basis with an Index of Inactivity.
9. Cost Consequence of one single task, one single person of non-performance is measured instantly.
10. Corporate shall surely enjoy the Corporate ODI Cricket game where the demands of the Society are met by performance of targets set and tasks undertaken.
3 day workshop transformation towards self-governanceJAYARAMAN IYER
There is an urgent need to arrest the deterioration in Corporate Management. IL&FS is the latest - IL&FS Scandal: SFIO uncovers grave irregularities on corporate governance and financial parameters, says report - Moneylife.
Similarly after the Volkswagen fiasco one has to look at when Hermes EOS, the stewardship division of Hermes Investment Management, calling for an overhaul of the management and corporate governance culture at Volkswagen. Subsequently I wrote another article in Slideshare: Who failed Volkswagen, is it Corporate Governance or Management Quality?
https://www.slideshare.net/jayaraman.18/who-failed-volkswagen-is-it-corporate-governance-or-management-quality
My book Return on Intangible - Measuring Corporate Fiscal and Ethical Assets: CREAM Analytics of Policies, Practices and People, precisely expounds the theory of Return on Intangible that shall MEASURE Corporate Governance differentiating with Management Quality. This 3 Day Workshop for those interested companies may contact me, as given in the last page of the 3 Day Workshop Details.
Who failed infosys, Corporate Governance or Management Quality?JAYARAMAN IYER
Infosys recently has to go through what Volkswagen and Tata Sons had to in the near past, change at the top. This article brings out the difference in understanding Corporate Governance and Management Quality vis-a-vis insight into Infosys. What steps Infosys take becomes crucial as to how they bring the abstractions into reality, how they acknowledge value where value is due, and how they deconstruct what is valueless. The article offers a solution as to how to measure Intangible. Recommends Return on Intangible as the main management tool instead of Return on Investment.
Can Matthias Müller's top priorities steer Volkswagen back on track?JAYARAMAN IYER
Matthias Müller, Chairman of the Board of Management of Volkswagen Aktiengesellschaft, has announced the five key steps to realign the Group. “We have to look beyond the current situation and create the conditions for Volkswagen’s successful further development”, said Müller in Wolfsburg on Wednesday. He presented a five point plan that he intends to use so that Volkswagen remains one of the world’s leading automobile manufacturers in the future. Müller is confident that “Volkswagen will emerge from the current situation stronger than before”. He announced that the cornerstones of the Group’s Strategy 2025 will be presented next year.
Can Matthias Müller's top priorities steer Volkswagen back on track?
Read on.
Who failed Volkswagen, is it Corporate Governance or Management Quality?JAYARAMAN IYER
This paper is in line with the dictum 'what gets measured gets managed', second in the series on Volkswagen. Corporate Governance is one of those loose jargon floating for quite some time in Corporate world. On Volkswagen fiasco that rocked the corporate world immediate reaction was to buttonhole on this jargon as the culprit. Is it so? Have a look at this paper and please do react.
Ask not why VW failed to measure upto, Ask why am I grappled with How To Meas...JAYARAMAN IYER
Correcting the fault lines apparent in Volkswagen needs fundamental change of corporate restructuring.
Ethics is subtler than the subtle that aligning Fiscal Responsibility to Ethical Responsibility is a challenge only a few companies are structured to undertake. Spreadsheet structure is an anomaly.
Let us watch how Volkswagen takes it?
Colby Hobson: Residential Construction Leader Building a Solid Reputation Thr...dsnow9802
Colby Hobson stands out as a dynamic leader in the residential construction industry. With a solid reputation built on his exceptional communication and presentation skills, Colby has proven himself to be an excellent team player, fostering a collaborative and efficient work environment.
A team is a group of individuals, all working together for a common purpose. This Ppt derives a detail information on team building process and ats type with effective example by Tuckmans Model. it also describes about team issues and effective team work. Unclear Roles and Responsibilities of teams as well as individuals.
Ganpati Kumar Choudhary Indian Ethos PPT.pptx, The Dilemma of Green Energy Corporation
Green Energy Corporation, a leading renewable energy company, faces a dilemma: balancing profitability and sustainability. Pressure to scale rapidly has led to ethical concerns, as the company's commitment to sustainable practices is tested by the need to satisfy shareholders and maintain a competitive edge.
12 steps to transform your organization into the agile org you deservePierre E. NEIS
During an organizational transformation, the shift is from the previous state to an improved one. In the realm of agility, I emphasize the significance of identifying polarities. This approach helps establish a clear understanding of your objectives. I have outlined 12 incremental actions to delineate your organizational strategy.
A presentation on mastering key management concepts across projects, products, programs, and portfolios. Whether you're an aspiring manager or looking to enhance your skills, this session will provide you with the knowledge and tools to succeed in various management roles. Learn about the distinct lifecycles, methodologies, and essential skillsets needed to thrive in today's dynamic business environment.
Impact of Effective Performance Appraisal Systems on Employee Motivation and ...Dr. Nazrul Islam
Healthy economic development requires properly managing the banking industry of any
country. Along with state-owned banks, private banks play a critical role in the country's economy.
Managers in all types of banks now confront the same challenge: how to get the utmost output from
their employees. Therefore, Performance appraisal appears to be inevitable since it set the
standard for comparing actual performance to established objectives and recommending practical
solutions that help the organization achieve sustainable growth. Therefore, the purpose of this
research is to determine the effect of performance appraisal on employee motivation and retention.
Originally presented at XP2024 Bolzano
While agile has entered the post-mainstream age, possibly losing its mojo along the way, the rise of remote working is dealing a more severe blow than its industrialization.
In this talk we'll have a look to the cumulative effect of the constraints of a remote working environment and of the common countermeasures.
Designing and Sustaining Large-Scale Value-Centered Agile Ecosystems (powered...Alexey Krivitsky
Is Agile dead? It depends on what you mean by 'Agile'. If you mean that the organizations are not getting the promised benefits because they were focusing too much on the team-level agile "ways of working" instead of systemic global improvements -- then we are in agreement. It is a misunderstanding of Agility that led us down a dead-end. At Org Topologies, we see bright sparks -- the signs of the 'second wave of Agile' as we call it. The emphasis is shifting towards both in-team and inter-team collaboration. Away from false dichotomies. Both: team autonomy and shared broad product ownership are required to sustain true result-oriented organizational agility. Org Topologies is a package offering a visual language plus thinking tools required to communicate org development direction and can be used to help design and then sustain org change aiming at higher organizational archetypes.