This document discusses various strategies and activities that can impact enterprise value, such as cost optimization, organic and inorganic growth, brand management, innovation, sustainability, design, employee engagement, business model management, and risk management. It emphasizes that enterprise value is influenced by both tangible and intangible factors, and companies should evaluate multiple perspectives to identify opportunities to increase value over time through mutually reinforcing strategies.
Is customer centricity just another management fad? Globally, companies are investing more than USD 10 billion annually to drive customer centric transformations, yet four in five are left unsatisfied.
Designing organisations that work for Lean and Agile thinking people. Europea...Stephen Parry
Abstract: What do Lean and Agile principles tell us about the way we need to design, build and operate modern businesses? Can we design organisations that are adaptive, innovative and engaging for employees, managers and leaders alike? The presentation will demonstrate the importance of organisational design and route-map sequencing to create conducive work-climates for Lean and Agile thinkers.
Description: Lean and Agile workplaces depend heavily on the management choices for work design, measurement, rewards, organisational structures, working practices, methods and approaches to management and staff relationships.
These choices combine in complex ways to create a perception of ‘how it feels to work here’, which we call the ‘work-climate’. Research has demonstrated that work-climate is a proven predictor of long-term business performance.
During any change program, behaviours take time to adjust to new practices. Therefore, measuring and plotting the change in the work-climate provides assurance your changes are having the desired effect. Measuring and monitoring the work-climate will also detect any undesired effects and enable corrective actions to be taken.
By examining the ‘work-climate’, we can then ask the following questions:
What are the best choices for managers to make?
What needs to be eradicated?
What needs to be redesigned?
Our survey method, in addition to assessing behaviours, provides insight into the influence on the work-climate as a result of management choices in the following areas:
• How organisational design impacts collaboration
• Managing practices, such as continuous-improvement and governance
• End-to-end service performance
• Service quality
• Innovation and change ability
• Customer centricity
• Leadership style
The survey provides direction and demonstrable evidence the work-climate is moving in the right direction to support Lean and Agile working.
The sustainability and compliance agenda is constantly moving forward. Companies are finding new innovative ways of addressing sustainability challenges. New compliance issues emerge. Stakeholders voice a wide range of demands and requirements. In this volume of Sustainability & Compliance Trends, we highlight five trends that focus on creating value either through new innovative approaches or through understanding how
to navigate in an increasingly complex compliance agenda.
Enjoy!
Designing Adaptive, Innovative and Engaging Organisations using Sense and Respond 3.0 Adaptive Lean Principles.
What do Adaptive Lean principles tell us about the way we need to design, build and operate modern businesses? Can we design organizations that are adaptive, innovative and engaging for employees and customers alike? Can we really change cultures in reasonably short time-frames?
This presentation based on the most recent research from work psychology will provide counter intuitive insights into the ‘industrial management’ mind set, its impact on the design of work and management behaviors. And of course we will provide tested countermeasures to design back in employee willing contribution and establish a real human enterprise that leads to long term prosperity.
Is customer centricity just another management fad? Globally, companies are investing more than USD 10 billion annually to drive customer centric transformations, yet four in five are left unsatisfied.
Designing organisations that work for Lean and Agile thinking people. Europea...Stephen Parry
Abstract: What do Lean and Agile principles tell us about the way we need to design, build and operate modern businesses? Can we design organisations that are adaptive, innovative and engaging for employees, managers and leaders alike? The presentation will demonstrate the importance of organisational design and route-map sequencing to create conducive work-climates for Lean and Agile thinkers.
Description: Lean and Agile workplaces depend heavily on the management choices for work design, measurement, rewards, organisational structures, working practices, methods and approaches to management and staff relationships.
These choices combine in complex ways to create a perception of ‘how it feels to work here’, which we call the ‘work-climate’. Research has demonstrated that work-climate is a proven predictor of long-term business performance.
During any change program, behaviours take time to adjust to new practices. Therefore, measuring and plotting the change in the work-climate provides assurance your changes are having the desired effect. Measuring and monitoring the work-climate will also detect any undesired effects and enable corrective actions to be taken.
By examining the ‘work-climate’, we can then ask the following questions:
What are the best choices for managers to make?
What needs to be eradicated?
What needs to be redesigned?
Our survey method, in addition to assessing behaviours, provides insight into the influence on the work-climate as a result of management choices in the following areas:
• How organisational design impacts collaboration
• Managing practices, such as continuous-improvement and governance
• End-to-end service performance
• Service quality
• Innovation and change ability
• Customer centricity
• Leadership style
The survey provides direction and demonstrable evidence the work-climate is moving in the right direction to support Lean and Agile working.
The sustainability and compliance agenda is constantly moving forward. Companies are finding new innovative ways of addressing sustainability challenges. New compliance issues emerge. Stakeholders voice a wide range of demands and requirements. In this volume of Sustainability & Compliance Trends, we highlight five trends that focus on creating value either through new innovative approaches or through understanding how
to navigate in an increasingly complex compliance agenda.
Enjoy!
Designing Adaptive, Innovative and Engaging Organisations using Sense and Respond 3.0 Adaptive Lean Principles.
What do Adaptive Lean principles tell us about the way we need to design, build and operate modern businesses? Can we design organizations that are adaptive, innovative and engaging for employees and customers alike? Can we really change cultures in reasonably short time-frames?
This presentation based on the most recent research from work psychology will provide counter intuitive insights into the ‘industrial management’ mind set, its impact on the design of work and management behaviors. And of course we will provide tested countermeasures to design back in employee willing contribution and establish a real human enterprise that leads to long term prosperity.
Closing C-suite collaboration gaps: How CFOs can strengthen their weakest linksSpencer Lin
For chief financial officers (CFOs) looking to make a bigger impact, greater collaboration with HR, supply chain and marketing can change the value equation. A recent analysis of several research studies revealed that strong collaboration among CFOs and their counterparts in operations, human resources and marketing correlates with better organizational performance. However, while CFOs report strong relationships with CEOs and CIOs, they tend to report weaker ties with the CHRO, CSCO and CMO. Learn how analytics can provide the basis for greater collaboration among CFOs and their business unit peers.
Lean Kanban United Kingdom 2013, Modern Management Methods, Lean Leadership, Climetrics, Service Climate, Work Climate, Sense and Respond 3.0, Lean Organizational Design,
Value creation is the function of every organization. While the definition of value, and who you are creating value for, varies across sectors and industries, it is an imperative that must be embraced for anyone who wants to remain relevant to stakeholders and shareholders alike.
The fundamental equation for value creation is “who, what, and how,” those these variables will change depending on the type of value being created.
From Me to We: The Rise of the Purpose-Led Brandaccenture
New research from Accenture Strategy found that 62 percent of consumers globally prefer to buy from companies that stand for a shared purpose that reflects their personal values—and are ditching those that don’t. The study found that companies that stand for something bigger than what they sell are more likely to attract consumers, influence purchasing decisions, and improve competitiveness. Read these and other findings from Accenture Strategy’s 14th annual Global Consumer Pulse Research. To learn more, visit https://www.accenture.com/us-en/insights/strategy/Brand-purpose?c=strat_latestthinkingslideshare_10436878&n=smc_1118
150408 wpc business simplification overview v fDavid Toth
A perspective and guide to business simplification in the 21st century. Companies may need to consider first simplifying in order to grow and/or achieve their desired level of earnings.
Swap worn out kp is for magic productivity measuresross harling
‘Key Performance Indicators’, or KPIs, only show that we are functioning as required. Not whether we are adding any value to our organisation.
On the other hand, new ‘Key Productivity Pointers’, or KPPs, create direct links to bottom line improvements.
A smaller number of KPPs, for both individuals & teams helps everyone to save time, stress, and know how their role contributes to the overall success of the business.
In the field of business and management, data science is transforming how companies organize, operate, manage talent, and create value. In this talk, David will share his experience as a data scientist and consultant on data science in business – from business experimentation to planning process optimization. He will also reflect on the career progress as a data scientist and provide suggestions to young data scientists
A Whitepaper detailing the benefits of Service Design and how Veryday uses these methods to create quality of life for people and business opportunities for clients.
Closing C-suite collaboration gaps: How CFOs can strengthen their weakest linksSpencer Lin
For chief financial officers (CFOs) looking to make a bigger impact, greater collaboration with HR, supply chain and marketing can change the value equation. A recent analysis of several research studies revealed that strong collaboration among CFOs and their counterparts in operations, human resources and marketing correlates with better organizational performance. However, while CFOs report strong relationships with CEOs and CIOs, they tend to report weaker ties with the CHRO, CSCO and CMO. Learn how analytics can provide the basis for greater collaboration among CFOs and their business unit peers.
Lean Kanban United Kingdom 2013, Modern Management Methods, Lean Leadership, Climetrics, Service Climate, Work Climate, Sense and Respond 3.0, Lean Organizational Design,
Value creation is the function of every organization. While the definition of value, and who you are creating value for, varies across sectors and industries, it is an imperative that must be embraced for anyone who wants to remain relevant to stakeholders and shareholders alike.
The fundamental equation for value creation is “who, what, and how,” those these variables will change depending on the type of value being created.
From Me to We: The Rise of the Purpose-Led Brandaccenture
New research from Accenture Strategy found that 62 percent of consumers globally prefer to buy from companies that stand for a shared purpose that reflects their personal values—and are ditching those that don’t. The study found that companies that stand for something bigger than what they sell are more likely to attract consumers, influence purchasing decisions, and improve competitiveness. Read these and other findings from Accenture Strategy’s 14th annual Global Consumer Pulse Research. To learn more, visit https://www.accenture.com/us-en/insights/strategy/Brand-purpose?c=strat_latestthinkingslideshare_10436878&n=smc_1118
150408 wpc business simplification overview v fDavid Toth
A perspective and guide to business simplification in the 21st century. Companies may need to consider first simplifying in order to grow and/or achieve their desired level of earnings.
Swap worn out kp is for magic productivity measuresross harling
‘Key Performance Indicators’, or KPIs, only show that we are functioning as required. Not whether we are adding any value to our organisation.
On the other hand, new ‘Key Productivity Pointers’, or KPPs, create direct links to bottom line improvements.
A smaller number of KPPs, for both individuals & teams helps everyone to save time, stress, and know how their role contributes to the overall success of the business.
In the field of business and management, data science is transforming how companies organize, operate, manage talent, and create value. In this talk, David will share his experience as a data scientist and consultant on data science in business – from business experimentation to planning process optimization. He will also reflect on the career progress as a data scientist and provide suggestions to young data scientists
A Whitepaper detailing the benefits of Service Design and how Veryday uses these methods to create quality of life for people and business opportunities for clients.
How To Develop Value Propositions, for CIOsWalter Adamson
CIO Business Innovation Series. Paul DiModica, author of the book “Sell Technology: Technology Sales Is a Premeditated Sport”, talks about technology salesmen:
Q: What are the top mistakes people make when selling technology? Well, first of all, most of them come to sell instead of listen. They're not prepared, and they tend to shoot from the hip. Secondly, they don't know what they're selling.
Q: They don't understand their product? No, it's deeper than that. They don't understand the value of what they're selling and, consequently, can't explain its value. And thirdly, they sell technology instead of a solution.
If your IT leadership team is having the same problems, then you are not alone.
Learn how to solve the problem.
Understanding the Economic Value of Design v1Chris Finlay
Design has long struggled to justify its value as a business activity, and while it has gained ground it is still losing too often. Designers know it is the primary source of innovation, problem solving, and is one of the few truly sustainable competitive advantages.
What designers don't realize is that most business activities are either belief or superstition, rather than based on a reliable return on investment (ROI) calculation. Business people and designers lack a shared understanding of how design creates value, and so they use their specialized language to defend their position, and ultimately reduce the competitiveness of the business.
This is a work in progress on that issue, by Chris Finlay and Jason Gaikowski, focused on creating a critical chain of logic to help both business people and designers understand how to create value together.
I recently gave this presentaiton at Babson Executive Education\'s Innovation 2.0 Summit. There is some interesting data from the audience on practices in measuring innovation inside.
TCF...CIF..WTF(unding)? How to prepare a winning applicationTEDCO
TEDCO's TCF..CIF..WTF(unding) workshop covers the key points that Maryland entrepreneurs need to know when they are applying to TEDCO's funding programs.
A view of the changing business of Market Research. Here we are covering the Business of Market Research:
- What does the Market Research Ecosystem look like?
- What Business Games are being played?
- Where is the profit and how is it shifting?
- Are there areas where there is no profit?
- What does this all mean for your business today and in the future?
Presentation made to the Collegiate Entrepreneurs Organization in Tampa FL, October 2016. The audience is college students interested in Entrepreneurship.
Manage you Business Model across the business lifecycleBruce Starcher
There has been an explosion of posts on Business Models in the past several years. Many of those posts relate to start ups / new ventures yet business models need to be actively managed throughout the entire business lifecycle. The half life of a business model has shrink from 20 – 100 years (Railroads, steel) to 7-10 years; this means that the business model can no longer be assumed, it needs to be actively managed.
Business Management System: Structures, Processes and DECISIONS by designBruce Starcher
Decision processes mostly evolve as continuous reorganizations happen. Over time, decision structures and process happen by default, and often those are not well understood by the organization. This slows down decision, prevents processes to support good decisions and in general result in inefficient execution and operations.
Want to grow your Market Value? Map your Ecosystem and its Business Models!Bruce Starcher
What is an ecosystem? Drawing the precise boundaries of an ecosystem is an impossible and, in any case, academic exercise. A business ecosystem includes Companies to which you outsource business functions, Institutions that provide you with financing, Firms that provide the technology needed to carry out your business, Makers of complementary products that are used in conjunction with our own, Makers of substitute products and services, Competitors and customers, when their actions and feedback affect the development of your own products or processes, Entities like regulatory agencies and media outlets that can have a less immediate, but just as powerful, effect on your business
Market Context: The critical missing link in the strategy puzzleBruce Starcher
Market dynamics have been changing and traditional approaches are leaving many companies with market values that are stagnant and eroding. Historical approaches are necessary but no longer sufficient. Understanding your complete Market Context is now an imperative and missing in strategy toolsets. The work will enable you to see your business within a broader context, understand all strategic options available and determine which one are most likely to generate value.
Grow - Growing Innovation Competence. After working with, in and in different innovation roles, it became clear that it takes an innovation system to get innovation to the point where it will deliver significant value to the organization. How would you rate yourself today and where would you want to be?
Taurus Zodiac Sign: Unveiling the Traits, Dates, and Horoscope Insights of th...my Pandit
Dive into the steadfast world of the Taurus Zodiac Sign. Discover the grounded, stable, and logical nature of Taurus individuals, and explore their key personality traits, important dates, and horoscope insights. Learn how the determination and patience of the Taurus sign make them the rock-steady achievers and anchors of the zodiac.
FIA officials brutally tortured innocent and snatched 200 Bitcoins of worth 4...jamalseoexpert1978
Farman Ayaz Khattak and Ehtesham Matloob are government officials in CTW Counter terrorism wing Islamabad, in Federal Investigation Agency FIA Headquarters. CTW and FIA kidnapped crypto currency owner from Islamabad and snatched 200 Bitcoins those worth of 4 billion rupees in Pakistan currency. There is not Cryptocurrency Regulations in Pakistan & CTW is official dacoit and stealing digital assets from the innocent crypto holders and making fake cases of terrorism to keep them silent.
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
The 10 Most Influential Leaders Guiding Corporate Evolution, 2024.pdfthesiliconleaders
In the recent edition, The 10 Most Influential Leaders Guiding Corporate Evolution, 2024, The Silicon Leaders magazine gladly features Dejan Štancer, President of the Global Chamber of Business Leaders (GCBL), along with other leaders.
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
Company Valuation webinar series - Tuesday, 4 June 2024FelixPerez547899
This session provided an update as to the latest valuation data in the UK and then delved into a discussion on the upcoming election and the impacts on valuation. We finished, as always with a Q&A
Event Report - SAP Sapphire 2024 Orlando - lots of innovation and old challengesHolger Mueller
Holger Mueller of Constellation Research shares his key takeaways from SAP's Sapphire confernece, held in Orlando, June 3rd till 5th 2024, in the Orange Convention Center.
B2B payments are rapidly changing. Find out the 5 key questions you need to be asking yourself to be sure you are mastering B2B payments today. Learn more at www.BlueSnap.com.
Navigating the world of forex trading can be challenging, especially for beginners. To help you make an informed decision, we have comprehensively compared the best forex brokers in India for 2024. This article, reviewed by Top Forex Brokers Review, will cover featured award winners, the best forex brokers, featured offers, the best copy trading platforms, the best forex brokers for beginners, the best MetaTrader brokers, and recently updated reviews. We will focus on FP Markets, Black Bull, EightCap, IC Markets, and Octa.
Building Your Employer Brand with Social MediaLuanWise
Presented at The Global HR Summit, 6th June 2024
In this keynote, Luan Wise will provide invaluable insights to elevate your employer brand on social media platforms including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok. You'll learn how compelling content can authentically showcase your company culture, values, and employee experiences to support your talent acquisition and retention objectives. Additionally, you'll understand the power of employee advocacy to amplify reach and engagement – helping to position your organization as an employer of choice in today's competitive talent landscape.
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
In the Adani-Hindenburg case, what is SEBI investigating.pptxAdani case
Adani SEBI investigation revealed that the latter had sought information from five foreign jurisdictions concerning the holdings of the firm’s foreign portfolio investors (FPIs) in relation to the alleged violations of the MPS Regulations. Nevertheless, the economic interest of the twelve FPIs based in tax haven jurisdictions still needs to be determined. The Adani Group firms classed these FPIs as public shareholders. According to Hindenburg, FPIs were used to get around regulatory standards.
Understanding User Needs and Satisfying ThemAggregage
https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them
We know we want to create products which our customers find to be valuable. Whether we label it as customer-centric or product-led depends on how long we've been doing product management. There are three challenges we face when doing this. The obvious challenge is figuring out what our users need; the non-obvious challenges are in creating a shared understanding of those needs and in sensing if what we're doing is meeting those needs.
In this webinar, we won't focus on the research methods for discovering user-needs. We will focus on synthesis of the needs we discover, communication and alignment tools, and how we operationalize addressing those needs.
Industry expert Scott Sehlhorst will:
• Introduce a taxonomy for user goals with real world examples
• Present the Onion Diagram, a tool for contextualizing task-level goals
• Illustrate how customer journey maps capture activity-level and task-level goals
• Demonstrate the best approach to selection and prioritization of user-goals to address
• Highlight the crucial benchmarks, observable changes, in ensuring fulfillment of customer needs
4. Value Creation
Enterprise
Value
Organic InorganicCost
Today
Are you wondering how can I grow enterprise value?
Future
Strategic Planning Perspective
Strategies are focused on delivering
increased enterprise value. In the strategic
planning environment that is often
translated into earnings per share and
expected stock price.
The traditional knobs that receive the most
focus include Cost Optimization, Organic
and Inorganic growth.
Yet there are other value creators …
5. The role of Intangibles
The Enterprise Value is a function
of more than earnings per share.
Brand is an example of additional
intangible value that can represent
more than 50% of total enterprise
value.
The value of intangibles has been growing. Who is managing your intangible value?
6. Price Earnings Ratios
Market Price Earnings multiples
also affect enterprise value.
It raises and lowers the water for
all boats and is somewhat beyond
senior management’s control, but
still very real.
The question is how to keep your
PE somewhat independent of the
broader markets.
Source: http://www.multpl.com
Mean
Do you track the correlation between your PE ratio and the market’s?
7. Enterprise Wide Activities that add to Enterprise Value
There are a number of enterprise wide activities that do not register well in our accounting systems.
Which activities are the most important for your company?
Employee
Engagement
Innovation
SustainabilityDesign
Brand
Strategy
Development
(DfX)
Enterprise
Value
These activities are known to
increase enterprise value
though the exact link and
analytics have not been
clearly defined yet.
The fact that our accounting
systems account for these
activities poorly does not
help.
Risk
Business
Model
8. Brand Value
ECONOMICVALUE
Generic
Functional
Emotional
Inspirational
Religions
Charities
Personal Care Products
Cosmetics
Fashion Clothing
Automotive
Financial Services
Technology Products
Chemicals
Utilities / Energy
Social Select Organizations
Extract
Commodities
Make
Goods
Deliver
Services
Stage
Experiences
Given the significant role that
intangible value has on enterprise
value, brand positioning is a key
driver.
The value gap between a
functional and social brand can be
significant, though not all
enterprises will be able to deliver
on a social brand.
Do you know your brand’s positioning? What are you aspiring for?
9. Innovation
Innovation allows an organization to
take on and manage risk. Enterprises
make a profit when they take on risk.
But not all types of innovation will
lead to an increase in enterprise value
at all times.
It is important to align innovation type
with lifecycle of the business, trends
in the broader ecosystem, company
strategy and business model.
Risk
Return
*Business
Model
*Brand
*Product
System
*Enabling
Processes
*Core
Processes
*Product
Performance
*Network
*Structure
*Channel
*Services
*Customer
Experiences
Product
Architecture
Disruption
Factor
Source: *Doblin Innovation types, Bruce Starcher
Do you know how know how your innovation is contributing to changes in your enterprise value?
10. Risk
Expected Risk Cost $
=
Σ (Magnitude * Frequency)
Risk is a complex topic that has a real
impact on enterprise value and
earnings. Managers are
fundamentally hired to dynamically
manage risk, ensuring that returns are
optimized with risks.
Superior management of risk will lead
to superior enterprise value and
returns in the long term.
Integrating risk in decision making at all levels of the organization will yield superior decisions and
greater enterprise value. Where have you integrated risk management?
11. Strategy Development
Business Model
Business Context
Strategy Development
Strategic Planning
Strategy Execution
Many organizations focus on strategic planning and strategy
execution but fail to adequately address strategy development.
Strategic Planning asks the question: What set of strategies do I
need to articulate to deliver on commitments to shareholders?
How do I ensure that the organization is aligned around those
strategies?
Strategy Development asks the question: Given the business
context and the business model, how do I identify profitable
segments to pursue in the short and long term? Where do I
continue pushing and where do I need to evolve / change the
current course of action?
Strategy development is an activity that identifies potential sources of value and solutions to capture that value.
12. Sustainability activity impact on enterprise value
Enterprise Value =
Revenue Increased competitive position
Access to markets
Win bids
Increased loyalty
Retain business
− Cost Increased efficiencies
Less material
Less waste
Lower energy use
+ Brand Increased brand equity
Consumer perception
Emotional connection
+ Employees Increased employee engagement
Increased productivity
Retention
Hiring
− Financing Lower cost of capital
Access to SRI funds
Pass financial institution filter
− Risk Lower risk
Supplier risk
Product risk
Facility risk
Regulatory risk
Competitive risk
Reputational risk
A focus on sustainability can grow enterprise value, driven by a number of factors. Is your sustainability
program contributing to your Enterprise Value?
Many enterprises have sustainability
programs though they are viewed as
a cost and a means to feel good.
The reality is that sustainability
activities can have a very positive
impact on enterprise value AND a
very positive impact on society.
13. One study done in 2004 quantified the impact of design on
stock market performance. The 63 companies studied as
effective users of design outperformed the FTSE 100 Index
companies by 200%. The big question is how?
Design is an enterprise asset, a method and approach to
solve problems, one where solutions exist at the
intersection of people, technology and business.
Design also focuses on delivering experiences to customers
and well designed experiences have significantly higher
customer value than products and services.
Design
Enterprise Value =
+ Revenue
Increased competitive position
Price premiums (relative to non-design)
Superior experience, products,
services, support, …
− Cost Increased efficiencies
Design for Manufacturing
Design for Supply Chain
Design for Service
…
+ Brand Increased brand equity
Consumer perception
Emotional connection
+ Employees
Increased employee
engagement
Total Employee Experience
− Financing Lower cost of capital Lower risk reduces cost of capital
− Risk Lower risk
Supplier risk
Product risk
Regulatory risk
Competitive risk
Reputational risk
Given the right context, Design alone has boosted Enterprise Value significantly
14. Employee Engagement
Customer SatisfactionEmployee Engagement Profit
+ 10% + 6% + 2%
More companies are using “cost of the workforce” metrics
to make business decisions where a lower cost of the
workforce is better.
Employee engagement has been shown to increase
customer satisfaction, leading to increasing profits.
Gallup, among others, have a set of questions that help
management understand what is important to employee
engagement.
The Q12 Index
1) Do you know what is expected of you at work?
2) Do you have the materials and equipment to do your
work right?
3) At work, do you have the opportunity to do what you do
best every day?
4) In the last seven days, have you received recognition or
praise for doing good work?
5) Does your supervisor, or someone at work, seem to care
about you as a person?
6) Is there someone at work who encourages your
development?
7) At work, do your opinions seem to count?
8) Does the mission/purpose of your company make you feel
your job is important?
9) Are your associates (fellow employees) committed to
doing quality work?
10) Do you have a best friend at work?
11) In the last six months, has someone at work talked to
you about your progress?
12) In the last year, have you had opportunities to learn and
grow?
Source: The Gallup organization
In a knowledge and learning based environment, do you see your employees as key to your enterprise value?
15. Business Model
Market
Value
($B)
Outsource
Chip/OS
to Intel & MSFT
Entered PC
Market
Stand alone
software
Services
Technology
Components
76 78 80 82 84 86 88 90 92 94 96 98
Value Inflow Value Outflow Value Stability
Continued focus on
Mainframes
Managing your business model and
business model innovation will lead to
significant changes in the enterprise
value.
Good decisions can lead to significant
value inflows and misalignments with
the marketplace lead to value erosion.
Do you know how to manage and
innovate your business model?
IBM as an example of the impact of business model decisions on enterprise value.
Have you evaluated your decisions?
16. Enterprise Value Creation
Enterprise
Value
Do you look at multiple lenses to gain insight on how to grow enterprise value? Do you know how to
integrate all these perspectives into a mutually reinforcing set of activities and strategies?
Strategic Planning Perspective Activity Perspective
AND
Organic InorganicCost
Today
Future
Employee
Engagement
Innovation
SustainabilityDesign
Brand
Strategy
Development
(DfX)
Risk
Business
Model
17. Where do you want to go?
Growing
sideways
Declining Expanding AcceleratingDecelerating
Enterprise
Value
We have been helping companies grow enterprise value for over 10 years