A presentation on how today's accounting principles do not add value to a firm's most competitive assets. Adapted from Wealth of Knowledge, Thomas Stewart
Peachtree Capital Advisors is an investment bank providing M&A advisory services to software, internet, and IT infrastructure companies. The document discusses M&A trends in the first half of 2012, including competitive pressures driving consolidation, acquisitions of cloud companies with established market share, and a focus on storage companies to address big data needs. Notable deals included Dell's acquisition of Quest Software and Vocus' purchase of iContact.
The document discusses opportunities for entrepreneurs in the financial services sector over the next 5 years. It predicts that mobile apps, security, and data analysis will be three primary areas of focus for technology development. Mobile devices will become the main portal for banking as apps become more complete. Effective use of data analytics can help with targeted marketing, customer retention, and product development. The cloud will continue growing in importance for cost efficiency, scalability, and a strategic IT focus. The document recommends entrepreneurs look for opportunities that leverage these trends, such as mobile-based data analytics applications hosted in the cloud.
This document summarizes a strategy for developing a capabilities-driven IT strategy to help differentiate a company. It discusses a 4-stage roadmap:
1. Identify the 3-6 distinctive capabilities that are most important to the company's strategy and how IT can better support them.
2. Assess and prioritize current IT projects based on their strategic importance and value potential, categorizing them as "invest to grow", "invest to sustain", "invest to refine", or "invest to keep the lights on".
3. Estimate the benefits, costs, and sequencing of investments needed to achieve strategic goals and close capability gaps.
4. Determine the cultural and governance support required to implement the new
The document discusses intellectual capital management (ICM), which is defined as identifying and productively employing a company's intellectual capital to create economic value. This includes managing human capital, intellectual assets, and intellectual property. While theories have recognized the shift to a knowledge economy, ICM practices have been slow to translate into practice due to lack of consensus on definitions, management practices, and accounting. The document proposes a model for identifying and quantifying a company's intellectual capital in order to evaluate return on capital and explain differences between book and market values. It advocates expressing intellectual capital in monetary terms on a balance sheet format to make the information clear and meaningful to managers.
Most of the value in mergers and acquisitions is ascribed to intangible (not tangible) capital. Ignoring these intangibles can be dangerous. This presentation covers how to identify and measure intangibles in traditional Accounting deals--and presents a more modern alternative: ICounting.
The document discusses the large cash reserves held by major Indian IT companies and questions whether this level of reserves is necessary. It notes that the average cash-to-assets ratio for the top 3 IT companies has increased from 22% to 31% over the last 5 years. However, there do not seem to be valid operational reasons for this increase, as the companies have better debt collection processes and more flexible cost structures. The large cash holdings are an inefficient use of capital resources and the practice of stockpiling cash will hopefully change.
This document provides an overview of various business degree programs and resources for business students. It discusses degrees in accounting, finance, economics, management, and information systems. It also mentions graduate programs and integrated business curriculum. Resources for business students covered include databases, industry and company reports, demographic information, and assistance from library staff.
ICounting - Change the conversation using measures that matterSmarter-Companies
Today's economy demands companies that are collaborative and innovative. This kind of company uses knowledge, computing, connections and trust to create value for its stakeholders and profit for its shareholders. Accounting helps you see the profit but you need ICounting to see the value creation.
Peachtree Capital Advisors is an investment bank providing M&A advisory services to software, internet, and IT infrastructure companies. The document discusses M&A trends in the first half of 2012, including competitive pressures driving consolidation, acquisitions of cloud companies with established market share, and a focus on storage companies to address big data needs. Notable deals included Dell's acquisition of Quest Software and Vocus' purchase of iContact.
The document discusses opportunities for entrepreneurs in the financial services sector over the next 5 years. It predicts that mobile apps, security, and data analysis will be three primary areas of focus for technology development. Mobile devices will become the main portal for banking as apps become more complete. Effective use of data analytics can help with targeted marketing, customer retention, and product development. The cloud will continue growing in importance for cost efficiency, scalability, and a strategic IT focus. The document recommends entrepreneurs look for opportunities that leverage these trends, such as mobile-based data analytics applications hosted in the cloud.
This document summarizes a strategy for developing a capabilities-driven IT strategy to help differentiate a company. It discusses a 4-stage roadmap:
1. Identify the 3-6 distinctive capabilities that are most important to the company's strategy and how IT can better support them.
2. Assess and prioritize current IT projects based on their strategic importance and value potential, categorizing them as "invest to grow", "invest to sustain", "invest to refine", or "invest to keep the lights on".
3. Estimate the benefits, costs, and sequencing of investments needed to achieve strategic goals and close capability gaps.
4. Determine the cultural and governance support required to implement the new
The document discusses intellectual capital management (ICM), which is defined as identifying and productively employing a company's intellectual capital to create economic value. This includes managing human capital, intellectual assets, and intellectual property. While theories have recognized the shift to a knowledge economy, ICM practices have been slow to translate into practice due to lack of consensus on definitions, management practices, and accounting. The document proposes a model for identifying and quantifying a company's intellectual capital in order to evaluate return on capital and explain differences between book and market values. It advocates expressing intellectual capital in monetary terms on a balance sheet format to make the information clear and meaningful to managers.
Most of the value in mergers and acquisitions is ascribed to intangible (not tangible) capital. Ignoring these intangibles can be dangerous. This presentation covers how to identify and measure intangibles in traditional Accounting deals--and presents a more modern alternative: ICounting.
The document discusses the large cash reserves held by major Indian IT companies and questions whether this level of reserves is necessary. It notes that the average cash-to-assets ratio for the top 3 IT companies has increased from 22% to 31% over the last 5 years. However, there do not seem to be valid operational reasons for this increase, as the companies have better debt collection processes and more flexible cost structures. The large cash holdings are an inefficient use of capital resources and the practice of stockpiling cash will hopefully change.
This document provides an overview of various business degree programs and resources for business students. It discusses degrees in accounting, finance, economics, management, and information systems. It also mentions graduate programs and integrated business curriculum. Resources for business students covered include databases, industry and company reports, demographic information, and assistance from library staff.
ICounting - Change the conversation using measures that matterSmarter-Companies
Today's economy demands companies that are collaborative and innovative. This kind of company uses knowledge, computing, connections and trust to create value for its stakeholders and profit for its shareholders. Accounting helps you see the profit but you need ICounting to see the value creation.
HireLabs Perspective: Increasing Vc Returns In Talent Assessment FirmsHireLabs Inc.
The VCs must ask themselves if they have CEOs who are capable of driving companies
as the recession bottoms.
Looking at the current slowdown in non-farm employment and the subsequent rebound strategies, HireLabs can forecast a recovery in the international labor market - lead by the US - sometime around Feb 2010 (Q1 2010).
Very few CEOs of venture-backed companies have experience of riding a company
through a recession successfully.
The questions that investors should ask there CEOs is
whether they are able to monetize on market-indicators as the recovery approaches.
Investors who are looking to capitalize on the recovery should predominantly understand the teams that are running the companies, and assess the teams’ ability to analyze and perform the market indicators....
Offshoring benefits such as lower costs are still valid, but a reassessment is needed. While offshoring saved money initially, hidden costs and wage increases in countries like India have reduced savings. Government actions now prohibit some offshore outsourcing. New risks have also emerged, so strategic objectives and requirements should be re-evaluated to determine if the current offshore model still fits or if onshoring or new options should be considered. A thorough review process assessing business changes, assumptions, costs, quality and objectives is recommended to inform contract renewal decisions.
The document discusses the challenges facing IT leaders in aligning technology with business strategy. It argues that IT must adopt the language of business, demonstrate value through credible data, and engage early in strategic discussions to be seen as a trusted advisor rather than just an order taker. The document recommends that IT leaders develop leadership skills, move technology investment decisions out of IT, and focus on developing people to successfully partner with the business.
The document is a newsletter from Ernst & Young's Transaction Advisory Services practice titled "Capital Insights". It discusses various topics related to raising, investing, preserving, and optimizing capital. The newsletter includes features on joint ventures, an interview with Pfizer's CFO discussing partnerships, challenges in the aviation industry and airline alliances, distressed debt investing in Europe, factors contributing to success in the Nordic countries, valuing intellectual property to raise capital, and alternative sources of financing. It also contains regular sections on news headlines, recent deal trends, perspectives from private equity experts, and other insights relevant to business decisions.
The New Voice of the CIO: Travel, Transportation and the CIO RoleIBMTransportation
The document summarizes a study of Chief Information Officers (CIOs) in the travel and transportation industry. It finds that successful CIOs balance three pairs of roles:
1) Insightful Visionary and Able Pragmatist - Focusing on innovation while also enabling current operations.
2) Savvy Value Creator and Relentless Cost Cutter - Creating business value from IT while also reducing costs.
3) Collaborative Business Leader and Inspiring IT Manager - Partnering with business leaders and also managing IT operations.
CIOs in the travel industry face pressures from economic challenges but high-growth companies see their CIOs playing bigger strategic roles and collaborating more
The document summarizes six key trends in outsourcing:
1. It's no longer primarily about cost savings but also competitive agility, scalability, and innovation.
2. Nearshoring is becoming more prevalent as outsourcing moves into more strategic activities.
3. Outsourcing is increasingly applied by specific functions like HR, finance, and accounting.
4. Outsourcing is expanding among mid-sized companies who may benefit more from outsourcing than larger firms.
5. Outsourcers and clients are in direct competition for specialized talent as outsourced work moves to more strategic functions.
6. Structures and processes in outsourcing are becoming more formalized through professional
The document discusses outsourcing in the banking sector. It explains that banks are increasingly outsourcing both core and non-core functions to specialized third-party providers to improve operational efficiency and performance, access skills and expertise, and reduce costs. Selecting the right partner, negotiating contracts carefully, and having an exit strategy are among the key challenges of outsourcing that banks must address.
Leeward's Sale-to-Service has a highly specific investment criteria but when they are met, an S2S delivers a low-cost non-dilutive alternative to mezzanine and unitranche debt and minority equity for closely held and related-party transactions.
Hewlett-Packard Company (HP) was founded in 1939 by Bill Hewlett and Dave Packard in Palo Alto, California. It developed and sold a wide variety of hardware, software, and services. Major product lines included personal computers, servers, storage devices, printers, and imaging products. In 2015, HP split into two separate publicly traded companies: HP Inc. focused on personal systems and printing, while Hewlett Packard Enterprise focused on enterprise products and services.
Beyond the Hype: AI & Enterprise Software Investing in 2019Jeremy Kaufmann
The document is a presentation about AI and enterprise software investing in 2019. It discusses the current AI revolution and why progress is happening now due to increases in data, computing power, and algorithms like deep learning. It provides a framework for investing in enterprise AI and discusses challenges like differentiating from large cloud providers. Key metrics for evaluating AI investments are discussed, like error rates, ROI, human intervention levels, and how the AI improves over time with more data.
The document discusses the rise of robotics and artificial intelligence and their potential impact on jobs and the labor landscape. Some key points:
- Private investment in AI has grown significantly in recent years and is expected to grow nearly 50% annually, indicating the field is past the "AI winter" of reduced funding and interest.
- Advances in machine learning, data analytics, and other technologies are enabling a new generation of "smart robots" that can perform tasks previously requiring human knowledge and skills.
- Some estimates suggest these cognitive technologies may replace over 100 million knowledge workers, or about one-third of the global workforce, by 2025.
- Current robotic process automation (RPA) tools can perform
Hi, Please find attached a research paper for your reading, written by me and released by TransPrice on one of the most discussed topics in the Transfer Pricing arena - "Intangibles". Kindly provide your feedback on the same. You can mail me at akshaykenkre@transprice.in Kindly let me know your coordinates, if you need a printed copy of the same. Thanks a lot. Happy Reading. Best Regards, Akshay Kenkre +91 9819245424
GT Events & Program Guide: ForwardThinking October/November 2017Grant Thornton LLP
ForwardThinking is a look ahead at the latest knowledge and insights available from Grant Thornton LLP. It includes a collection of our research, thought leadership and a schedule of upcoming webcasts and events.
This document discusses how finance departments need to adapt to the digital age by developing new skills in their talent, data analysis abilities, and understanding of modern technologies. It provides examples of how some companies are successfully developing these skills. The key rules discussed are: 1) recruit and pay for different types of talent with skills in technology, analytics and finance; 2) groom existing talent within the company by expanding their skills; 3) ask the right questions of data to distill meaningful insights; and 4) share data insights across departments for it to have value for the whole company.
Decision making process of venture capitalists (v cs)yhtiyar
Venture capitalists use a multi-step decision process to evaluate potential investments. They screen hundreds of opportunities to select a few to evaluate more thoroughly. Key factors in selection include the founding team, business model, product, industry, and market potential. Venture capitalists analyze market size, growth, competition, profitability, and target consumers to assess opportunities. They build decision trees to quantify risks and probabilities at different stages from early to mass market. This helps visualize outcomes and estimate chances of success, failure, or achieving different levels in the market.
This document summarizes a seminar lecture on intellectual capital management. It defines intellectual capital as the value of a company's employee knowledge, training, and proprietary information that provides a competitive advantage. It also defines human capital, structural capital, and relational capital. The document discusses how intellectual capital is becoming a strategic asset and competitive advantage as the business environment shifts from a market-based view to a resource-based view of competition.
Human capital reporting 2014 sustainable growthREITER LEGAL
This document summarizes a report on human capital reporting. It finds that while intangible assets like human capital are increasingly important for companies, reporting on human capital management strategies and metrics is still lacking. The report explores investor views on human capital information and barriers to better reporting. It recommends that companies provide clearer human capital narratives and metrics in their reports. It also recommends that investors demand this data to make more informed decisions. Overall, the report argues both companies and investors could benefit from improved human capital reporting.
Further Applications for Machine Learning in FinanceJR Ahn
Experienced in the technology industry, JR Ahn serves as executive in residence at Sutter Hill Ventures, a firm that invests long-term in technology-based companies. JR Ahn’s areas of focus include machine learning.
This guide will enable you to:
- create a compelling LinkedIn profile
- use LinkedIn Groups effectively
- connect with new people, enhance your network and win new customers
HireLabs Perspective: Increasing Vc Returns In Talent Assessment FirmsHireLabs Inc.
The VCs must ask themselves if they have CEOs who are capable of driving companies
as the recession bottoms.
Looking at the current slowdown in non-farm employment and the subsequent rebound strategies, HireLabs can forecast a recovery in the international labor market - lead by the US - sometime around Feb 2010 (Q1 2010).
Very few CEOs of venture-backed companies have experience of riding a company
through a recession successfully.
The questions that investors should ask there CEOs is
whether they are able to monetize on market-indicators as the recovery approaches.
Investors who are looking to capitalize on the recovery should predominantly understand the teams that are running the companies, and assess the teams’ ability to analyze and perform the market indicators....
Offshoring benefits such as lower costs are still valid, but a reassessment is needed. While offshoring saved money initially, hidden costs and wage increases in countries like India have reduced savings. Government actions now prohibit some offshore outsourcing. New risks have also emerged, so strategic objectives and requirements should be re-evaluated to determine if the current offshore model still fits or if onshoring or new options should be considered. A thorough review process assessing business changes, assumptions, costs, quality and objectives is recommended to inform contract renewal decisions.
The document discusses the challenges facing IT leaders in aligning technology with business strategy. It argues that IT must adopt the language of business, demonstrate value through credible data, and engage early in strategic discussions to be seen as a trusted advisor rather than just an order taker. The document recommends that IT leaders develop leadership skills, move technology investment decisions out of IT, and focus on developing people to successfully partner with the business.
The document is a newsletter from Ernst & Young's Transaction Advisory Services practice titled "Capital Insights". It discusses various topics related to raising, investing, preserving, and optimizing capital. The newsletter includes features on joint ventures, an interview with Pfizer's CFO discussing partnerships, challenges in the aviation industry and airline alliances, distressed debt investing in Europe, factors contributing to success in the Nordic countries, valuing intellectual property to raise capital, and alternative sources of financing. It also contains regular sections on news headlines, recent deal trends, perspectives from private equity experts, and other insights relevant to business decisions.
The New Voice of the CIO: Travel, Transportation and the CIO RoleIBMTransportation
The document summarizes a study of Chief Information Officers (CIOs) in the travel and transportation industry. It finds that successful CIOs balance three pairs of roles:
1) Insightful Visionary and Able Pragmatist - Focusing on innovation while also enabling current operations.
2) Savvy Value Creator and Relentless Cost Cutter - Creating business value from IT while also reducing costs.
3) Collaborative Business Leader and Inspiring IT Manager - Partnering with business leaders and also managing IT operations.
CIOs in the travel industry face pressures from economic challenges but high-growth companies see their CIOs playing bigger strategic roles and collaborating more
The document summarizes six key trends in outsourcing:
1. It's no longer primarily about cost savings but also competitive agility, scalability, and innovation.
2. Nearshoring is becoming more prevalent as outsourcing moves into more strategic activities.
3. Outsourcing is increasingly applied by specific functions like HR, finance, and accounting.
4. Outsourcing is expanding among mid-sized companies who may benefit more from outsourcing than larger firms.
5. Outsourcers and clients are in direct competition for specialized talent as outsourced work moves to more strategic functions.
6. Structures and processes in outsourcing are becoming more formalized through professional
The document discusses outsourcing in the banking sector. It explains that banks are increasingly outsourcing both core and non-core functions to specialized third-party providers to improve operational efficiency and performance, access skills and expertise, and reduce costs. Selecting the right partner, negotiating contracts carefully, and having an exit strategy are among the key challenges of outsourcing that banks must address.
Leeward's Sale-to-Service has a highly specific investment criteria but when they are met, an S2S delivers a low-cost non-dilutive alternative to mezzanine and unitranche debt and minority equity for closely held and related-party transactions.
Hewlett-Packard Company (HP) was founded in 1939 by Bill Hewlett and Dave Packard in Palo Alto, California. It developed and sold a wide variety of hardware, software, and services. Major product lines included personal computers, servers, storage devices, printers, and imaging products. In 2015, HP split into two separate publicly traded companies: HP Inc. focused on personal systems and printing, while Hewlett Packard Enterprise focused on enterprise products and services.
Beyond the Hype: AI & Enterprise Software Investing in 2019Jeremy Kaufmann
The document is a presentation about AI and enterprise software investing in 2019. It discusses the current AI revolution and why progress is happening now due to increases in data, computing power, and algorithms like deep learning. It provides a framework for investing in enterprise AI and discusses challenges like differentiating from large cloud providers. Key metrics for evaluating AI investments are discussed, like error rates, ROI, human intervention levels, and how the AI improves over time with more data.
The document discusses the rise of robotics and artificial intelligence and their potential impact on jobs and the labor landscape. Some key points:
- Private investment in AI has grown significantly in recent years and is expected to grow nearly 50% annually, indicating the field is past the "AI winter" of reduced funding and interest.
- Advances in machine learning, data analytics, and other technologies are enabling a new generation of "smart robots" that can perform tasks previously requiring human knowledge and skills.
- Some estimates suggest these cognitive technologies may replace over 100 million knowledge workers, or about one-third of the global workforce, by 2025.
- Current robotic process automation (RPA) tools can perform
Hi, Please find attached a research paper for your reading, written by me and released by TransPrice on one of the most discussed topics in the Transfer Pricing arena - "Intangibles". Kindly provide your feedback on the same. You can mail me at akshaykenkre@transprice.in Kindly let me know your coordinates, if you need a printed copy of the same. Thanks a lot. Happy Reading. Best Regards, Akshay Kenkre +91 9819245424
GT Events & Program Guide: ForwardThinking October/November 2017Grant Thornton LLP
ForwardThinking is a look ahead at the latest knowledge and insights available from Grant Thornton LLP. It includes a collection of our research, thought leadership and a schedule of upcoming webcasts and events.
This document discusses how finance departments need to adapt to the digital age by developing new skills in their talent, data analysis abilities, and understanding of modern technologies. It provides examples of how some companies are successfully developing these skills. The key rules discussed are: 1) recruit and pay for different types of talent with skills in technology, analytics and finance; 2) groom existing talent within the company by expanding their skills; 3) ask the right questions of data to distill meaningful insights; and 4) share data insights across departments for it to have value for the whole company.
Decision making process of venture capitalists (v cs)yhtiyar
Venture capitalists use a multi-step decision process to evaluate potential investments. They screen hundreds of opportunities to select a few to evaluate more thoroughly. Key factors in selection include the founding team, business model, product, industry, and market potential. Venture capitalists analyze market size, growth, competition, profitability, and target consumers to assess opportunities. They build decision trees to quantify risks and probabilities at different stages from early to mass market. This helps visualize outcomes and estimate chances of success, failure, or achieving different levels in the market.
This document summarizes a seminar lecture on intellectual capital management. It defines intellectual capital as the value of a company's employee knowledge, training, and proprietary information that provides a competitive advantage. It also defines human capital, structural capital, and relational capital. The document discusses how intellectual capital is becoming a strategic asset and competitive advantage as the business environment shifts from a market-based view to a resource-based view of competition.
Human capital reporting 2014 sustainable growthREITER LEGAL
This document summarizes a report on human capital reporting. It finds that while intangible assets like human capital are increasingly important for companies, reporting on human capital management strategies and metrics is still lacking. The report explores investor views on human capital information and barriers to better reporting. It recommends that companies provide clearer human capital narratives and metrics in their reports. It also recommends that investors demand this data to make more informed decisions. Overall, the report argues both companies and investors could benefit from improved human capital reporting.
Further Applications for Machine Learning in FinanceJR Ahn
Experienced in the technology industry, JR Ahn serves as executive in residence at Sutter Hill Ventures, a firm that invests long-term in technology-based companies. JR Ahn’s areas of focus include machine learning.
This guide will enable you to:
- create a compelling LinkedIn profile
- use LinkedIn Groups effectively
- connect with new people, enhance your network and win new customers
The document provides guidance on improving time management for real estate agents. It discusses common time management problems agents face, such as lack of structure and focus on daily activities. The document recommends adopting a "Time Triangle" system, which involves achieving a perfect daily routine focused on unique talents, and delegating all other tasks. It encourages agents to define their unique talents, track current time usage, and set goals to gradually increase focus on talents over 100 days. Delegating low-value tasks to assistants is presented as key to freeing up more time for activities that best use an agent's unique skills and abilities.
Behind the scenes of Sudoku - Application of genetic algorithms for the optim...Thomas Bridi
This work discusses about algorithms belonging to the branch of artificial intelligence for the generation of Sudoku puzzle. It will be demonstrated
how the use of algorithms related to the constraint programming and genetic algorithms can improve the generation of puzzles in order to make the game more
competitive and therefore more attractive to the public. In particular, it will be
used an algorithm similar to the forward checking for the generation of a population of deterministic puzzles with a feasible solution and then will be used a
genetic algorithm to evolve the population in order to optimize a function that
rates the difficulty of their resolution.
http://ceur-ws.org/Vol-860/paper2.pdf
Grant Thornton advised Palatine Private Equity and Selection Services on its acquisition of Aggregated Telecom Limited (trading as 8el). The acquisition strengthens Selection Services' managed communication expertise and results in a combined entity generating over £35 million in revenue. Grant Thornton has a strong relationship with both Palatine and Selection from previously advising on deals, allowing them to successfully complete this transaction. Tony Dickin, partner at Palatine Private Equity, commented that the acquisition brings additional knowledge, customers, and geographic reach as they continue expanding their IT services business through further acquisitions.
The vast majority of respondents have not had any RF applications rejected.
Q. Have any of your RF applications been rejected by HMRC and if so, what were the reasons given?
Grant Thornton comment:
It is encouraging that none of the survey respondents have had RF applications rejected by HMRC. This suggests that in general applications are being made correctly and HMRC are taking a pragmatic approach to approving funds into the regime.
However, it should be noted that 14% of respondents have been asked to provide further information in support of applications made. Whilst not a rejection, this does indicate that HMRC are scrutinising applications and funds will need to ensure they meet all of the conditions to qualify.
Common areas
This document provides an extended guide on using LinkedIn effectively. It discusses Adam Gordon's background and experience with LinkedIn. The guide covers concepts for using LinkedIn, including profiling appropriately, connecting with new contacts, and participating in groups. It emphasizes using LinkedIn to build acknowledgement, respect, and trust with potential clients or opportunities over time.
This creative project encourages and challenges people just like you to give a heartfelt 'thank you' to three people; then ask and encourage those three people to Thank You Forward to three other people. Imagine the impact that this would have on those who have touched you in life!
This document discusses cURL, a command line tool and library for transferring data with URLs. It can be used to download files from FTP, FTPS, SCP, SFTP, TFTP, TELNET, and DICT protocols. It supports various authentication methods, proxies, cookies, SSL certificates, HTTP requests, uploads, and more. Examples are provided for using cURL to download and upload files, trace requests, set headers, log into websites and perform additional requests, and update dynamic DNS entries. It emphasizes that cURL allows scripting complex URL transfers and interactions through a single tool.
Knowledge Sharing for Operational ExcellenceArchana Chari
The document discusses how Texas Instruments implemented a best practices sharing program called TI-BEST to identify and spread excellence across the organization using a supply and demand model. Key enablers to the program's success included aligning it to business strategy, using technology like Lotus Notes to facilitate knowledge sharing, and establishing a culture of knowledge creation and transfer. The program helped TI avoid over $1.5 billion in costs and achieve numerous quality awards.
Measuring the full impact of digital capitalLiberteks
The document discusses the growing importance of intangible digital assets or "digital capital" in powering economic growth in the digital era. It notes that while tangible IT assets like servers and software are counted as capital investments, a large portion of digital capital consists of intangible assets that are currently treated as expenses rather than investments. These include things like unique digital designs, user data, social profiles, and big data/analytics capabilities. The document argues that accounting for these intangible assets as long-term investments rather than short-term expenses helps explain high market valuations of digital companies and their role in driving economic growth through productivity gains on par with earlier industrial innovations. It emphasizes the need for business leaders to fully embrace digital
1) Sustainability reporting is still developing with a lack of clarity around definitions, measurement of non-financial data, and varying standards. 2) The document discusses sustainability from an accounting perspective, focusing on how it represents the intersection of financial, social and environmental factors impacting long-term survival. 3) It presents opportunities for accountants in advisory services and developing expertise in sustainability reporting, while investors and the public seek more non-financial disclosures.
The document discusses four reasons why e-commerce is currently failing customers: 1) Focus on technology over design, 2) Inappropriate corporate structures, 3) Exploitive corporate cultures, and 4) Outdated worldviews. It then proposes five new ways of thinking that may help address these issues: 1) Shifting from product-centric to customer-centric perspectives, 2) Thinking in terms of customers' overall experiences rather than individual products/services, 3) Thinking small and agile rather than big and rigid, 4) Effective collaboration between businesses, and 5) Building relationships with customers and other businesses. The document argues for a "customer-centric" and collaborative approach between businesses to better satisfy customers.
The document provides an overview of accounting from multiple perspectives, including as a management information system, a sociological concept, and a business practice. It discusses how accounting is used to justify actions, calculate financial reports, and determine asset value. It also examines the roles of auditors, stakeholders, and intangible assets in the accounting process.
This thesis examines whether intellectual capital, which represents a firm's human resources and potential to generate future economic benefits, should be identified, measured, and reported in financial statements. It finds that intellectual capital is not currently recognized, despite being a significant driver of firm value and success. This lack of information reduces the usefulness of financial reports and hinders investor decision-making. The thesis analyzes definitions and components of intellectual capital, reviews current financial reporting standards, and proposes methods for measuring and communicating information about a firm's intellectual resources, such as using fair value approaches consistent with recent FASB concepts. It concludes that intellectual capital reporting could provide valuable information to investors if reliable identification, measurement, and disclosure methods can be established.
The document discusses how intangible assets now dominate corporate value rather than tangible assets. It introduces an Intangible Capital Value Drivers Report tool that measures ten intangible value driver categories through structured crowd-sourcing of internal and external stakeholder ratings. These ratings provide a roadmap to improve performance, innovation, and increase valuation by diagnosing core operations. The report can help business owners improve their company, access financing, and plan successful ownership exits.
Value of intangibles hurra h's creativitySaad Munir
The value of a company consists largely of intangible assets such as intellectual capital, human capital, customer capital, and intellectual property in addition to tangible assets. However, intangible assets are often undervalued or excluded from assessments of corporate worth, leading to misallocation of resources and inefficient markets. More accurate valuation and reporting of intangible assets is needed, but traditional accounting methods make this difficult due to issues like inconsistent definitions and treatment of internally developed intangibles. Recent initiatives aim to address these issues to better capture companies' comprehensive value.
[Fabernovel study] New economy, new KPI: the customer eraFabernovel
By creating some disruption in value chains and favouring the emergence of new models, the digital revolution has induced deep changes in the way value is created and shared. It is more and more decorrelated from short term financial performance. That should push organizations and investors to review their monitoring and valuation of innovative projects, as well as pay attention to the value of some intangible assets, such as customer capital, talent capital, ecosystem, software or societal and environmental impact.
Customer centricity was at the heart of the digital revolution, which explains why among these assets, customer capital is the easiest to value by investors. However, if we’ve focused our analysis in this presentation on this asset, this should not overshadow the other key levers that organizations need now for their transformation to be more and more systemic.
Digital native economic models have been built by design according to an extra-financial approach with monitoring and communication already focused on customer KPIs, and sometimes on talent or ecosystem metrics. By contrast, if players other than digital natives have initiated a deep transformation of their model, they have not yet adapted their reporting styles, even though this would enable them to better allocate resources and value the customer acquisition strategy.
Combined with this document, we are launching a new index dedicated to testing your own maturity regarding customer capital (how you’ve integrated this approach, how customer-centric your reporting is, how you use it). Once this assessment has been completed, this presentation will help drive you along the path towards a new reporting approach. Additionally, it will help you harness your organization's potential, which we've identified at both the internal and external levels, while focusing on stakeholder engagement and value creation levers.
IC Management - Measuring the ImmeasurableJoris Claeys
For those looking for a better understanding of IC - Intellectual Capital - this is a must read. AREOPA is a leading edge knowledge and practice provider in Change Management, Risk Assessment, Knowledge Management and IC Management. Contact us for more information.
Global Equities The World has changed Whitepaper_v4Andy Gardner CFA
The document discusses how active investment management must change with the changing world. It notes that the drivers of market value have shifted from tangible to intangible assets, requiring a focus on bottom-up analysis of individual companies. It also discusses how information is now widely available, decreasing opportunities for alpha generation through research, while passive investments have grown. The document argues active managers must focus on long-term non-replicable research and engage with companies to understand intangible value drivers in order to justify their fees.
Data-Analytics-Resource-updated for analysisBhavinGada5
Data analytics is the analysis of large volumes of data to draw insights. It is important for cost reduction, faster decision making, revenue growth, and risk management. There are four main types: descriptive analyzes what happened, diagnostic analyzes why it happened, predictive analyzes what will happen, and prescriptive recommends actions. Data analytics helps financial reporting and auditing through risk understanding, process improvements, and continuous monitoring. Businesses use analytics for insights to transform models and gain deeper customer insights. While investment in analytics is widespread, cultural challenges of people and processes are a larger barrier than technology.
This document discusses intangible assets. It begins with an introduction that defines intangible assets as non-physical assets like trademarks, brand names, patents, agreements and licenses. It then summarizes two articles on intangible assets and their importance. The discussion section covers measuring intangible assets using company examples and how intangible assets can impact market returns, sale prices, planning, performance and investor confidence if not properly evaluated. It concludes that correctly estimating intangible assets is important for companies.
This document discusses intangible assets in Singapore and provides the following key points:
- Intangible assets make up a smaller portion of enterprise value in Singapore (32%) compared to the global average (53%).
- The top sectors by enterprise value in Singapore are banking & DFS, telecom, food, real estate, and transportation. Telecom has the highest intangible asset value.
- Singapore converged its accounting standards with IFRS in 2012, which will likely increase reporting of intangible assets over time. However, intangible assets remain poorly managed by most companies.
- For Singapore to become a leading IP hub in Asia, it needs to actively manage its own country brand
The Value of Signal (and the Cost of Noise): The New Economics of Meaning-MakingCognizant
It’s a new era in business, in which growth will be driven by finding meaning and insights in data. Recent research demonstrates what separates winners from losers and how to rise to the top as a "meaning maker."
Neil Sholay - Data Driven Business - #OracleCloudDay LondonNeil Sholay
Information is replacing technology as the most critical business asset.
And so business leaders must make the data around and within their business ecosystem the centre of new planning, funding and revenue models.
We conducted a groundbreaking survey of the UK’s data and business professionals to get a snapshot of the state of the world of data, uncover some of the issues facing the industry and get a sense of the changes on the horizon. The results were enlightening, and in some cases, very surprising.
Find out:
Why nearly a third of IT Directors feel their organisation uses data poorly
What the hybrid data manager of the future will look like
Why understanding customer behaviour remains the holy grail for so many
We conducted a ground-breaking survey of the UK’s data and business professionals to get a snapshot of the state of the world of data, uncover some of the issues facing the industry and get a sense of the changes on the horizon. The results were enlightening, and in some cases, very surprising.
We conducted a survey of the UK's data and business professionals to get a snapshot of the state of the world of data, uncover some of the issues facing the industry and get a sense of the changes on the horizon. The results were enlightening, and in some cases, very surprising.
The document discusses accounting in the knowledge economy. It covers topics such as the definition of a knowledge economy, types of intangible assets, current methods for measuring intangibles like direct, market capitalization, and return on assets methods, and the need for updated accounting principles to properly account for intangible assets which make up most of companies' current market value. It also compares traditional accounting income formulas to ideal formulas for knowledge businesses.
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The Radar reflects input from APCO’s teams located around the world. It distils a host of interconnected events and trends into insights to inform operational and strategic decisions. Issues covered in this edition include:
Industrial Tech SW: Category Renewal and CreationChristian Dahlen
Every industrial revolution has created a new set of categories and a new set of players.
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Manufacturing startups constitute the largest pipeline share of unicorns and IPO candidates in the SF Bay Area, and software startups dominate in Germany.
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[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
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Capgemini’s Digital Transformation Framework
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Generally Unacceptable Accounting Principles
1. Generally Unaccepted Accounting Principles Chapter 13 – From “The Wealth of Knowledge” - Thomas A. Stewart ( 2001) ARCHANA KC 12th Nov, 2010
2. Outline Something’s Rotten - Inadequacy of corporate accounting Intangible Assets, Tangible Harm The Big Three – income statement, balance sheet, statement of cash flow Time and Tide – A cry to change Indefinite Intangible – A strategic look at brand values
3. Inadequacy and Needs Technological changes, globalization, expanding information processing were reasons. Today, we have knowledge work, intellectual capital, software, patents and brand value, DELL, Facebook, internet user base and no-office companies. Something’s Rotten
4. Accounting Today “To provide information that is useful in making rational investment, credit and similar decisions” - Financial Accounting Standards Board Existing difference between market value and book value. Financial reports – Stock values have to show the same picture. Asset or Expense – A question to be accounted. Something’s Rotten
5. Then and Now.. It is a lot harder to quantify the value of a user base and the value of R&D in a software program than it was to quantify the value of a manufacturing base. To create transparency and fair trade – valuation of intangibles is imperative. Something’s Rotten “Certain outlays are capital expenditures ;irrespective of what accountants call them “
6. Surreal Pictures Accounting’s failure to disclose intellectual capital is more than theory – it costs investor’s money, distorts flows of capital. The question – How do we put value to a company with few tangibles today, and a future on ability to make and leverage investments in R&D? Intangible Assets ; Tangible Harm
7. Intangible Reporting Baruch Lev and Paul Zarowin, Stern School of Business, NYU conducted a research on – Does financial reporting convey information that investors find useful? Three foundation pieces of financial information – earnings, cash flows and book value were evaluated. A sample of over 6800 companies were studied. Conclusion – “The association between key financial statement variables and both stock returns and prices have been declining over the last 20 years” Intangible Assets ; Tangible Harmc
8. Twin Villains Intangible Assets ; Tangible Harm Measuring value is hard for young companies which, they change a lot significantly increase/decrease investments in R&D
9. Intangible Assets ; Tangible Harm Human Capital – Unaccounted Investments A slowly growing body of knowledge demonstrates that top-of-the-line HR practices have bottom line benefits. Mark A. Huselid of Rutgers University ranked companies according to the sophistication of HR practices and examined market value per employee. Companies in top groups in HR made their investments much wealthier than others. Wall Street values it lower. IPO’s were priced lower for companies that invested in human capital. Reason – Financial statements do not tell if money invested in human capital is put to good use.
10. Brand – An expensive affair Brand equity, an intangible asset is largely ignored in accounting. A homegrown brand cannot be accounted. An acquired brand has to be depreciated, irrespective of market status. Brand values are significantly associated with equity market values. Intangible Assets ; Tangible Harm
11. Important Intangibles Intangible Assets ; Tangible Harm R & D ( Structural Capital), High performance work systems ( Human Capital) and Brand equity ( Consumer Capital) are considered expenses by accounting. The more a company invests in R&D and advertising, the more research Wall Street does on it. Investors look for information on intellectual capital ; 72 percent look for it in their portfolios. (Contd)
12. Management quality is a important criteria for investment decisions – accounting cannot help. Investments in intangibles are treated as expenses and their values are hardly disclosed. Costs are mostly lumped in with other expenses – are split across departments, offices and is impossibly to be calculated. Managers do know the value but do not know how to value it. Financial reporting is no longer fulfilling its first responsibility. Intangible Assets ; Tangible Harm Important Intangibles
13. The Big Three Income statement is a way to highlight the most important cost – the cost of goods. How does that help companies like Microsoft, whose COGS is at 14 % of sales; or Coca Cola has it at 30 %? Three Blind Mice A Traditional Income Statement (Contd)
14. The Big Three Three Blind Mice Focuses on real work of twenty-first century corporations; with lesser focus on raw materials. Draws a definite line around administrative expenses For many service companies, the cost of selling is the same as the cost of producing a service. Howell’s Bare Bones View of a Operating Statement (Contd)
15. The Big Three A balance sheet is a statement frozen in time picture, intended to tell what resources a company controls and from where it got it. Three Blind Mice (Contd)
16. Three Blind Mice The Big Three Free cash flows has to equal financing flows – a company either invests the money it has or has to raise more – thus tying all three statements together. A clear, sensible architecture – digital age accounting and new age businesses. It focuses on real concerns of business; producing cash and creating value. *From operating statement.
17. A cry to change “We don’t have a place in the balance sheets for intelligence or knowledge and that is becoming a much more important factor than physical assets” – Ray Lane, former COO, Oracle and a now angel investor. Balanced Scorecard is a acceptable method- to place intangibles along measures. Fear – in acceptance of vague methods, of disclosing confidential information. Accuracy is possible in calculations, not in estimations. It is true that managers do add back R&D as capital expenditure internally. Time and Tide
18. Indefinite Intangible – A strategic look at brand values Interbrand calculates a brand’s value by comparing the operating earnings of branded products to what could be earned by generic, commodity versions of the same goods; multiplying this figure by a measure of the brand’s strength. Coca- Cola brand has been on the list for over 10 years, and is worth $70 billion is 2010.
20. Takeaway Accounting fails to disclose intellectual capital – and it costs investor’s money; not necessarily fraud. Accounting methods developed for an industrial economy do not work well for today’s organizations. Internally, intellectual capital has been important but has always been reduced in value from the eyes of investor. However, GAAP is too prudent a method to be cast away with. It is important to read between the lines, and to understand an organization beyond financial statements.