This document was developed by Corporate Excellence – Centre for Reputation Leadership from the book Contabilidad simultánea. Valoración y control de los intangibles en la gestión integral (Simultaneous accounting. Intangible value assessment and control in integral management) written by Salvador Guasch, Head of the Institute of Intangibles and international expert on financial and nonfinancial accounting in collaboration with professor Antonio Márquez and Esteve Sitges and published by ACCID and Accounting Economists from the Consejo General de Economistas.
Engagement & empowerment are key to fostering cultures which THRIVE on change and unleash human & profit potential--in the corporation, classroom or community
Solutions for Creating Sustainable Competitive Advantage in Small Businessesijtsrd
In the globalization stage, all bussinesses exist for some purpose or goal, and managers have the responsibility for combining and using organizational resources to ensure that the organizations achieve their purpose. Strategic Management is a complex concept which has to do with an organization's scope and direction of activities, matching the activities with the environment and resource capability, as well as the values, expectations and goals of those influencing strategy. This research focused on small businesses, their features and dynamics in the course of making use of the tools and techniques in strategic management. It investigates how small businesses, in their course of building competitive advantage, make strategic decisions, and the factors related to the mere smallness of such businesses as affecting strategic choice are discussed. Dr. Le Nguyen Doan Khoi "Solutions for Creating Sustainable Competitive Advantage in Small Businesses" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-5 | Issue-6 , October 2021, URL: https://www.ijtsrd.com/papers/ijtsrd47499.pdf Paper URL : https://www.ijtsrd.com/management/business-economics/47499/solutions-for-creating-sustainable-competitive-advantage-in-small-businesses/dr-le-nguyen-doan-khoi
The urgency for adaptability presents the contradiction of innovation (new performance) versus regulation (allowed methods). Expanding the perspective on both terms presents an opportunity to coordinate their objectives under clear complementary guidance.
Engagement & empowerment are key to fostering cultures which THRIVE on change and unleash human & profit potential--in the corporation, classroom or community
Solutions for Creating Sustainable Competitive Advantage in Small Businessesijtsrd
In the globalization stage, all bussinesses exist for some purpose or goal, and managers have the responsibility for combining and using organizational resources to ensure that the organizations achieve their purpose. Strategic Management is a complex concept which has to do with an organization's scope and direction of activities, matching the activities with the environment and resource capability, as well as the values, expectations and goals of those influencing strategy. This research focused on small businesses, their features and dynamics in the course of making use of the tools and techniques in strategic management. It investigates how small businesses, in their course of building competitive advantage, make strategic decisions, and the factors related to the mere smallness of such businesses as affecting strategic choice are discussed. Dr. Le Nguyen Doan Khoi "Solutions for Creating Sustainable Competitive Advantage in Small Businesses" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-5 | Issue-6 , October 2021, URL: https://www.ijtsrd.com/papers/ijtsrd47499.pdf Paper URL : https://www.ijtsrd.com/management/business-economics/47499/solutions-for-creating-sustainable-competitive-advantage-in-small-businesses/dr-le-nguyen-doan-khoi
The urgency for adaptability presents the contradiction of innovation (new performance) versus regulation (allowed methods). Expanding the perspective on both terms presents an opportunity to coordinate their objectives under clear complementary guidance.
Boardroom agenda for FY16-17: priorities and actionsBrowne & Mohan
Boardrooms are witnessing breakdown of business models in their industries and high unpredictability than what they are used to. Weak Chinese economic data, plunging commodity prices, rise and spread of Islamic state group (IS) and its attacks are posing new business challenges. In this presentation, Browne & Mohan consultants discuss what should be the priorities of the Board for the FY16-17 and how must they go about it to sustain the growth and relevance of the organization.
The objective of the paper is to provide an in depth analysis of the concept of intrapreneurship and
how it is a leeway to the success of small-scale businesses in South East Nigeria. Extant literature were reviewed
and the theoretical framework is anchored on the psychological innovation entrepreneurship theory propounded
by Schumpeter in1938 in which he describes the entrepreneur as one forsaking well-trodden paths to open up
new territory and as turning dreams into reality. A structured questionnaire that gauged the structure; size,
control, organizational and communications levels of Small Scale Businesses, in relation with intrapreneurship
was developed and administered to small scale businesses. Data collected were analysed using the Pearson‟s
product moment correlation, t-test and three (3) simple regression models. Also to show that the data satisfies the
conditions for parametric analysis, the F-Statistic linearity test and Shapiro-Wilk‟s test of normality was also
conducted using the SPSS version 20.0. However, from the data analysis, it was found that small-scale business
growth is enhanced through intrapreneurship activities. Consequently it is recommended that small-scale owners
should engage people with entrepreneurship orientations.
MBA Dissertation Sample on Organizational BehaviorMBA Dissertation
It is prudent to note that organizational behavior lays the foundation for groups and individual interactions within an organization, which has a potential to make or destroy organizations. If you want more information please visit here http://www.mbadissertation.org/sample-paper-on-organizational-behaviour/
The Impact of Key Performance Indicators (KPIs) on Talent Developmentpaperpublications3
Abstract: This Paper is one of the most important papers which focus on Key Performance Indicators in relation with talent development which start to be the main focus of all companies and countries and most researchers start working on the same subject to give more insights on it. This paper aim to explore the importance of Key Performance Indicators and its impact on Talent development and the advantages of using the performance management system especially in the large companies where there are difficulties in assessing employees’ performance. The importance of this research is the well develop and design comprehensive framework about the establishment, use and evolution of key performance indicators and how specialists can use the tools and implement process step by step with the highlighting of all challenges and limitations. The challenge is in the KPIs more than calculate the human capital ROI and Talent Development because it’s the hardest part where implementing such techniques can restructure all the organization from the bottom line. This level of extensiveness is the place the test exists much of the time, and where the profit of having a decent strategic plan is not completely figured it out. In short, it is a long between joined affix that needs to be concentrated on nearly part by part.
Delivering outcome based Business TransformationBrowne & Mohan
In this paper we present an empirical framework of business transformation based on our experience of implementing business changes across several organization. The paper covers the PSPD Framework, drivers of integration framework used and some DOs and Don'ts of Organizational Transformation.
5.ª Edición del Balance de Expresiones Online elaborado conjuntamente por Corporate Excellence y LLORENTE & CUENCA. Este estudio analiza de forma rigurosa las expresiones que de forma voluntaria se emiten en Internet y su impacto en las dimensiones que configuran la reputación corporativa: Oferta, Innovación, Finanzas, Trabajo, Ciudadanía, Liderazgo y Gobierno.
El informe ofrece un mapa de los stakeholders más activos en Internet y de los espacios a considerar para desarrollar una estrategia de posicionamiento en Internet: la red de tiempo real Twitter, la red social Facebook, la red multimedia YouTube y la red hipertextual Google. A su vez, te da información sobre los contenidos que mayor relevancia tienen para las distintas audiencias y permite identificar las principales áreas de riesgo reputacional para las empresas.
En concreto, en esta edición se ha valorado la huella digital de 71 marcas de 15 sectores diferentes a partir de un total de 88.950 URL y 28.000 menciones.
El estudio valora los 100 primeros resultados que las marcas analizadas posicionaban en cuatro entornos claves en Internet: Google, Facebook, Twitter y YouTube, y ofrece resultados concretos por sectores empresariales, dimensiones, grupos de interés y entornos. De esta forma, el análisis permite identificar aquellos sectores, temas, stakeholders y espacios más y menos favorables en términos de notabilidad (cómo se valora) y notoriedad (cuánto se valora), ofreciendo insights estratégicos para diseñar estrategias de posicionamiento en Internet.
BEO 2016 ha sido aplicado a más de 70 compañías en todo el mundo y aspira a convertirse en un estándar internacional para la gestión de la reputación en Internet.
5.ª Edición del Balance de Expresiones Online elaborado conjuntamente por Corporate Excellence y LLORENTE & CUENCA. Este estudio analiza de forma rigurosa las expresiones que de forma voluntaria se emiten en Internet y su impacto en las dimensiones que configuran la reputación corporativa: Oferta, Innovación, Finanzas, Trabajo, Ciudadanía, Liderazgo y Gobierno.
El informe ofrece un mapa de los stakeholders más activos en Internet y de los espacios a considerar para desarrollar una estrategia de posicionamiento en Internet: la red de tiempo real Twitter, la red social Facebook, la red multimedia YouTube y la red hipertextual Google. A su vez, te da información sobre los contenidos que mayor relevancia tienen para las distintas audiencias y permite identificar las principales áreas de riesgo reputacional para las empresas.
En concreto, en esta edición se ha valorado la huella digital de 71 marcas de 15 sectores diferentes a partir de un total de 88.950 URL y 28.000 menciones.
El estudio valora los 100 primeros resultados que las marcas analizadas posicionaban en cuatro entornos claves en Internet: Google, Facebook, Twitter y YouTube, y ofrece resultados concretos por sectores empresariales, dimensiones, grupos de interés y entornos. De esta forma, el análisis permite identificar aquellos sectores, temas, stakeholders y espacios más y menos favorables en términos de notabilidad (cómo se valora) y notoriedad (cuánto se valora), ofreciendo insights estratégicos para diseñar estrategias de posicionamiento en Internet.
BEO 2016 ha sido aplicado a más de 70 compañías en todo el mundo y aspira a convertirse en un estándar internacional para la gestión de la reputación en Internet.
Boardroom agenda for FY16-17: priorities and actionsBrowne & Mohan
Boardrooms are witnessing breakdown of business models in their industries and high unpredictability than what they are used to. Weak Chinese economic data, plunging commodity prices, rise and spread of Islamic state group (IS) and its attacks are posing new business challenges. In this presentation, Browne & Mohan consultants discuss what should be the priorities of the Board for the FY16-17 and how must they go about it to sustain the growth and relevance of the organization.
The objective of the paper is to provide an in depth analysis of the concept of intrapreneurship and
how it is a leeway to the success of small-scale businesses in South East Nigeria. Extant literature were reviewed
and the theoretical framework is anchored on the psychological innovation entrepreneurship theory propounded
by Schumpeter in1938 in which he describes the entrepreneur as one forsaking well-trodden paths to open up
new territory and as turning dreams into reality. A structured questionnaire that gauged the structure; size,
control, organizational and communications levels of Small Scale Businesses, in relation with intrapreneurship
was developed and administered to small scale businesses. Data collected were analysed using the Pearson‟s
product moment correlation, t-test and three (3) simple regression models. Also to show that the data satisfies the
conditions for parametric analysis, the F-Statistic linearity test and Shapiro-Wilk‟s test of normality was also
conducted using the SPSS version 20.0. However, from the data analysis, it was found that small-scale business
growth is enhanced through intrapreneurship activities. Consequently it is recommended that small-scale owners
should engage people with entrepreneurship orientations.
MBA Dissertation Sample on Organizational BehaviorMBA Dissertation
It is prudent to note that organizational behavior lays the foundation for groups and individual interactions within an organization, which has a potential to make or destroy organizations. If you want more information please visit here http://www.mbadissertation.org/sample-paper-on-organizational-behaviour/
The Impact of Key Performance Indicators (KPIs) on Talent Developmentpaperpublications3
Abstract: This Paper is one of the most important papers which focus on Key Performance Indicators in relation with talent development which start to be the main focus of all companies and countries and most researchers start working on the same subject to give more insights on it. This paper aim to explore the importance of Key Performance Indicators and its impact on Talent development and the advantages of using the performance management system especially in the large companies where there are difficulties in assessing employees’ performance. The importance of this research is the well develop and design comprehensive framework about the establishment, use and evolution of key performance indicators and how specialists can use the tools and implement process step by step with the highlighting of all challenges and limitations. The challenge is in the KPIs more than calculate the human capital ROI and Talent Development because it’s the hardest part where implementing such techniques can restructure all the organization from the bottom line. This level of extensiveness is the place the test exists much of the time, and where the profit of having a decent strategic plan is not completely figured it out. In short, it is a long between joined affix that needs to be concentrated on nearly part by part.
Delivering outcome based Business TransformationBrowne & Mohan
In this paper we present an empirical framework of business transformation based on our experience of implementing business changes across several organization. The paper covers the PSPD Framework, drivers of integration framework used and some DOs and Don'ts of Organizational Transformation.
5.ª Edición del Balance de Expresiones Online elaborado conjuntamente por Corporate Excellence y LLORENTE & CUENCA. Este estudio analiza de forma rigurosa las expresiones que de forma voluntaria se emiten en Internet y su impacto en las dimensiones que configuran la reputación corporativa: Oferta, Innovación, Finanzas, Trabajo, Ciudadanía, Liderazgo y Gobierno.
El informe ofrece un mapa de los stakeholders más activos en Internet y de los espacios a considerar para desarrollar una estrategia de posicionamiento en Internet: la red de tiempo real Twitter, la red social Facebook, la red multimedia YouTube y la red hipertextual Google. A su vez, te da información sobre los contenidos que mayor relevancia tienen para las distintas audiencias y permite identificar las principales áreas de riesgo reputacional para las empresas.
En concreto, en esta edición se ha valorado la huella digital de 71 marcas de 15 sectores diferentes a partir de un total de 88.950 URL y 28.000 menciones.
El estudio valora los 100 primeros resultados que las marcas analizadas posicionaban en cuatro entornos claves en Internet: Google, Facebook, Twitter y YouTube, y ofrece resultados concretos por sectores empresariales, dimensiones, grupos de interés y entornos. De esta forma, el análisis permite identificar aquellos sectores, temas, stakeholders y espacios más y menos favorables en términos de notabilidad (cómo se valora) y notoriedad (cuánto se valora), ofreciendo insights estratégicos para diseñar estrategias de posicionamiento en Internet.
BEO 2016 ha sido aplicado a más de 70 compañías en todo el mundo y aspira a convertirse en un estándar internacional para la gestión de la reputación en Internet.
5.ª Edición del Balance de Expresiones Online elaborado conjuntamente por Corporate Excellence y LLORENTE & CUENCA. Este estudio analiza de forma rigurosa las expresiones que de forma voluntaria se emiten en Internet y su impacto en las dimensiones que configuran la reputación corporativa: Oferta, Innovación, Finanzas, Trabajo, Ciudadanía, Liderazgo y Gobierno.
El informe ofrece un mapa de los stakeholders más activos en Internet y de los espacios a considerar para desarrollar una estrategia de posicionamiento en Internet: la red de tiempo real Twitter, la red social Facebook, la red multimedia YouTube y la red hipertextual Google. A su vez, te da información sobre los contenidos que mayor relevancia tienen para las distintas audiencias y permite identificar las principales áreas de riesgo reputacional para las empresas.
En concreto, en esta edición se ha valorado la huella digital de 71 marcas de 15 sectores diferentes a partir de un total de 88.950 URL y 28.000 menciones.
El estudio valora los 100 primeros resultados que las marcas analizadas posicionaban en cuatro entornos claves en Internet: Google, Facebook, Twitter y YouTube, y ofrece resultados concretos por sectores empresariales, dimensiones, grupos de interés y entornos. De esta forma, el análisis permite identificar aquellos sectores, temas, stakeholders y espacios más y menos favorables en términos de notabilidad (cómo se valora) y notoriedad (cuánto se valora), ofreciendo insights estratégicos para diseñar estrategias de posicionamiento en Internet.
BEO 2016 ha sido aplicado a más de 70 compañías en todo el mundo y aspira a convertirse en un estándar internacional para la gestión de la reputación en Internet.
Implementation and control of integral cycle controller for resistance spot w...eSAT Journals
Abstract: The Resistance Spot Welding (RSW) process requires simultaneous application of high electrical current and appropriate pressure over short periods in order to keep the molten material inside the weld zone. Values of these parameters vary in function of the characteristics of the materials to be welded. The application of the electrical current is by means of two copper electrodes brought in contact with the welded parts while the required pressure is applied by means of pneumatic or hydraulic systems. This paper presents the simulation, design, and control of resistance welding system which is used for performing a welding process. The paper is discussed about two aspects. First, simulation of the concept of ICC used for the specific application of RSW. Secondly, the critical factor and method employed for the implementation of the controller. This paper also discuss about the implementation methodology of the RSW. The simulation for the RSW is carried out in PROTEUS software.
Index Word: Constant Current Feedback, Integral Cycle Control (ICC), Resistance Spot Welding, Sequential Timer.
Documento elaborado por Corporate Excellence – Centre for Reputation Leadership a partir del manual Contabilidad simultánea. Valoración y control de los intangibles en la gestión integral escrito por Salvador Guasch, director del Instituto de Intangibles y experto internacional en contabilidad financiera y no financiera, con la colaboración de los profesores Antonio Márquez y Esteve Sitges, y editado por ACCID y Economistas Contables del Consejo General de Economistas.
Investigación internacional promovida por Corporate Excellence - Centre for Reputation Leadership en colaboración con Cees BM van Riel, profesor de Comunicación Corporativa de la Rotterdam School of Management - Erasmus University, para conocer los factores de éxito de los Chief Communications Officer (CCO). La investigación fue realizada entre junio de 2011 y diciembre de 2012 mediante cuestionarios y entrevistas en profundidad con 117 Directores de Comunicación de grandes empresas de Estados Unidos, Reino Unido, Alemania, Francia, España, Italia, Países Bajos, Brasil, México y Chile.
¿Qué determina el éxito del Chief Communications Officer (CCO)? ¿Hasta qué punto las habilidades personales son importantes en ese éxito? ¿Cuáles son las habilidades y aptitudes necesarias para el CCO del futuro? ¿Es un perfil más operativo, estratégico o una combinación de ambos? La investigación señala tres aspectos fundamentales: el CCO debe jugar un papel relevante tanto en su desempeño interno, como directivo de la empresa, así como tener impacto externo a través de su gestión de la comunicación. Y además, debe desarrollar habilidades personales que le permitan ocupar funciones cada vez más estratégicas
La auditoría ha cambiado su tradicional enfoque de control de costes a otro más global de gestión de riesgos, gobernanza, creación de valor y cultura organizacional. La auditoría representa la cultura corporativa al definir cómo las empresas piensan y actúan, pero son las decisiones de los directivos las que reflejan realmente cómo piensa y se comporta una organización. De esta forma, esta área amplía su importancia al participar directamente en la gestión de riesgos y generación de valor
Informe de tendencias en gestión de intangibles elaborado por el Research Centre of Governance, Sustainability and Reputation, un centro de investigación independiente que tiene como objetivo promover la colaboración en el campo de la investigación, análisis, y formación sobre Riesgo Reputacional, Gobierno Corporativo y Sostenibilidad, y el impacto de estos dos últimos en la reputación.
El presente informe ha sido elaborado con la colaboración de Canvas Estrategias Sostenibles, firma de consultoría estratégica en responsabilidad corporativa e intangibles empresariales. En el mismo aparecen reflejadas las principales tendencias globales que definen el presente y el futuro de los intangibles y aspira a convertirse en la publicación de referencia en torno a la reputación, el gobierno corporativo y la sostenibilidad.
A continuación recogemos los principales titulares del informe:
Tendencias Globales
– Se eleva la confianza pero crece la división social
– El cambio climático en un punto crítico
Tendencias en Sostenibilidad
– Alianzas estratégicas: you can’t do it alone
– Conectar con el consumidor aspiracional
– Inversión sostenible, fórmulas para el crecimiento
– ¿Nuevos modelos de negocio?
Tendencias en Reputación
– Tres riesgos reputacionales críticos
– El alcance real de la reputación
– Crece la investigación en torno a la reputación
– Nuevas competencias para la función directiva
– La evolución de las métricas
– Ganar autoridad entre los influencers
Tendencias en Gobierno Corporativo
– Nuevo Código Unificado de Buen Gobierno en España
– Riesgos del mal gobierno corporativo
Resumen ejecutivo realizado por Corporate Excellence a partir del informe The New CCO: Transforming Enterprises in a Changing World, elaborado por Arthur W. Page Society en 2016.
El informe pone de manifiesto la necesidad de una nueva forma de liderazgo para poder navegar con éxito en un nuevo contexto plagado de retos: competidores que se incorporan al mercado y reinventan los modelos de negocio tradicionales, formas de trabajo nunca antes vistas, la transformación en el modo de relacionarnos con el resto de personas y con las organizaciones, el empoderamiento de los grupos de interés…
Entre las causas de la transformación se encuentran la emergencia y maduración de los medios sociales; la demanda para una mayor transparencia; la expansión global en la era del Big Data y de contenidos propios; y la creciente volatilidad social, política y económica, que hacen que el CCO deba estar preparado para liderar y pensar de forma diferente.
Según el informe El nuevo CCO existen cinco tendencias clave que reflejan cómo está cambiando la función de comunicación:
> Cambio en las inversiones
> Mayor integración
> Nuevas funciones
> Nuevas alianzas
> Nuevas métricas e indicadores clave de rendimiento (KPI)
Para liderar con éxito este nuevo ecosistema de relaciones y comunicación, se establecen los siguientes roles para los CCO del futuro:
> El CCO fundacional
> El CCO integrador
> El CCO creador de sistemas digitales de engagement con los grupos de interés
La nueva realidad empresarial exige a los CCO que contribuyan a la dirección estratégica de la empresa, una tarea que implica asumir nuevas responsabilidades y desarrollar nuevas habilidades y conocimientos. Corporate Excellence – Centre for Reputation Leadership comparte los principios establecidos en el «Nuevo Modelo de Comunicación» impulsado por la Arthur W. Page Society, una de las asociaciones de directivos de comunicación más relevantes en el ámbito internacional, con la que además ha firmado un convenio de colaboración junto al Foro para la Investigación y el Conocimiento de la Comunicación, que reúne a las facultades de comunicación de un grupo de universidades españolas y latinoamericanas, para avanzar en la validación académica y empresarial del Modelo.
Insight Corporate Excellence
La gestión de stakeholders es el paradigma que más ha transformado el management. Su derecho a disponer de información ha traído consigo una era de transparencia en las empresas que convive con los riesgos a la revelación de determinada información.
La gestión de stakeholders es, finalmente, una cuestión que afecta al gobierno corporativo de las organizaciones. Una de las prioridades es identificarlos/priorizarlos correctamente. Además, se trata de una cuestión viva, dinámica, no existen visiones estáticas, los grupos de interés cambian y sus expectativas/percepciones, también.
Estimation of a brand’s value and its contribution to business has always been considered the main challenge in measuring intangible assets. But what are those brands that make the highest contribution to business value? What brands achieve greater financial result? The stronger the brand, the higher the company’s stock price.
This document was prepared by Corporate Excellence – Centre for Reputation Leadership and among other references contains statements made by Adolfo Fernández, Director for Customer Services at Millward Brown, Madrid; Javier Mancebo, Intelligence Director at Havas Sport & Entertainment; and José Carlos Villalvilla, General Director for Eco-Efficiency and Power Services at Iberdrola during a discussion titled New Measurement Frontiers: from Reputation to Customer Value organized by Anuncios magazine jointly with Conento and Millward Brown in Madrid, on October 18, 2012.
WebSpectator Ad Exchange Network is the world’s first and only real-time ad viewability solution that creates a live audience by measuring the actual time spent viewing ads, videos or any multimedia element. This revolutionary technology inaugurates a new advertising era, providing a win-win-win scenario for the whole industry: better audience engagement and monetization for publishers, added value and control for advertisers, with granted brand exposure and new efficiency metrics and insights, and most importantly, the best consumer experience, only made possible by WebSpectator’s real-time technology. For more information, please visit www.webspectator.com or follow @WebSpec on Twitter.
Accounting function aims at providing accurate and sufficient accounting information to facilitate proper financial reporting and management performance. Accounting information is usually in the form of periodic or annual financial statements which are products of costing, financial and management accounting prepared for the benefit of a number of external interest groups. Accounting has its roots in the stewardship approach and as a management performance tool to guide the agent and the principal over the exact status of the going concern. Accounting function also involves financial statement analysis, interpreting the accounts by computing and evaluating ratios which relate pairs of financial information or items with one another. This analysis of ratios can be cross-sectional comparing the results of one company with another or trend. In doing so close attention is usually paid to profitability ratio to help keep pace with effective management performance. The exploratory research design was adopted for the study and result showed positive correlation between accounting function and management performance. The study was not exhaustive, therefore, further study should examine the relationship between audit failure and business failure as a matter of finding a solution to the problem. It was recommended that management should always carefully study audit reports to enhance decision making and management performance.
Trend Report on The Management of Intangible Assets developed by the Research Centre of Governance, Sustainability and Reputation, an independent research centre supported aimed to foster collaboration for reseach, analyis and training in the field of Reputation Risk, Corporate Governance and Sustainability.
This report has been developed in collaboration with Canvas Estrategias Sostenibles, a strategic consulting firm focused on corporate responsibility and intangible assets in companies. It shows the main global trends, which define the present and future of intangible assets. Approaching the Future aspires to become a benchmark publication in the field of reputation, corporate governance and sustainability.
These are the headlines of the report:
Global Trends
- Trust increase, but also the social gap broadens.
- Climate change at a crucial tipping point
Sustainability Trends
- Strategic Partnerships: you can't do it alone
- Connect with aspiring shoppers
- Sustainable investment, growth formulas
- New business models?
Reputation trends
- Three critical reputation risks
- What is the real impact of reputation?
- Investment on Reputation growth
- New responsibilities for upper management
- Evolution of metrics
- Gain authority over influencers
5th issue of the Online Comments Report, developed by Corporate Excellence and LLORENTE & CUENCA. The Report analyses comments made voluntarily on the Internet as well as their impact on the dimensions that constitute corporate reputation: Products and Services, Innovation, Finance, Workplace, Citizenry and Leadership.
The Report contains a map of stakeholders that actively use the Internet and the networks that should be taken into account at the time of developing a strategy of positioning on the Internet: the real–time network Twitter, the social network Facebook, the multimedia network YouTube, and the hyper-textual network Google. It also identifies relevant content for different audiences and helps map key reputational risk areas for companies.
In particular, this issue has evaluated the digital fingerprint of 71 brands of 15 sectors from a total of 88,950 URLs and 28,000 mentions.
The report assesses the 100 first findings that analysed brands positioned in four key environments on the Internet: Google, Facebook, Twitter and YouTube, and offers specific findings by sectors dimensions, stakeholders and networks. Thus, the analysis allows identifying those sectors, topics, stakeholders and networks that are most and least favourable in terms of recognition (how it is evaluated) and recognition (how much it is evaluated). It also offers strategic insights to design positioning strategies online.
BEO 2016 has been already applied to more than 70 companies around the world and aims to become an international standard to manage the reputation of organisations online.
Audits have changed their traditional focus from cost control towards a global strategy of risk management, governance, value creation, and organizational culture. Auditing is a representative element of corporate culture because it defines how companies think and act, but manage decisions are the true reflection of how a company thinks and acts. Thus, this area expands its importance thanks to its direct participation in risk management and value creation.
This document was prepared by Corporate Excellence – Centre for Reputation Leadership, and among other sources, contains references to the 6th edition of Corporate Communication, a book written by Professor Paul A. Argenti from the Tuck Business School of Dartmouth University, New Hampshire (USA) and published by McGraw Hill in 2013.
Documento elaborado por Corporate Excellence – Centre for Reputation Leadership citando, entre otras fuentes, la sexta edición del libro Corporate Communication escrito por el profesor Paul A. Argenti de la escuela de negocios Tuck de la Universidad de Dartmouth en New Hampshire (EE. UU.) y publicado por McGraw Hill en 2013.
This document was developed by Corporate Excellence – Centre for Reputation Leadership and among other sources contains references to
the book Brand Psychology written by Jonathan Gabay, British lecturer and expert in Brand, Reputation and Communication and published by Kogan Page in 2015.
Documento elaborado por Corporate Excellence - Centre for Reputation Leadership citando, entre otras fuentes, la obra Brand Psychology
escrita por Jonathan Gabay, consultor y profesor británico experto en Marca, Reputación y Comunicación, y publicada por Kogan Page en 2015.
This document was developed by Corporate Excellence – Centre for Reputation Leadership and among other sources contains references to the
book Brand Premium by Nigel Hollis, VP and Chief Global Analyst at Millward Brown. The book was published by Palgrave in 2013.
Documento elaborado por Corporate Excellence – Centre for Reputation Leaderhip citando, entre otras fuentes, la obra Brand Premium escrita
por Nigel Hollis, Vicepresidente Ejecutivo y Director Global de Millward Brown, y publicada por Palgrave en 2013.
Hablar de liderazgo hoy es hablar de búsqueda de nuevos referentes, de ejemplaridad, honradez, compromiso y grandeza. Porque el liderazgo es hoy un activo social de primer orden capaz de transformar y mejorar las organizaciones y la propia sociedad
El liderazgo se ha considerado históricamente desde una sola perspectiva, desde un solo ángulo a través del cual ver el ejercicio de la autoridad en las organizaciones, por un lado, o el desarrollo y guía personal, por el otro. Sin embargo, a juicio de los profesores del Departamento de Ciencias Sociales de ESADE, Ángel Castiñeira y Josep Maria Lozano, el liderazgo es algo poliédrico, es decir, no se trata de una lucha entre lo bueno y lo malo, entre lo ético y lo eficaz, sino que ambas cosas son combinables.
Documento elaborado por Corporate Excellence – Centre for Reputation Leadership citando, entre otras fuentes, la obra El poliedro del liderazgo: una aproximación a la problemática de los valores en el liderazgo de Àngel Castiñeira y Josep Maria Lozano, la obra Creating Leaderful Organizations de Joe Raelin, y la obra Leadership Brand de Dave Ulrich.
Hemos sido testigos de cómo el fenómeno de las marcas ha transformado la
economía y la manera en que viven los ciudadanos en todo el mundo. Las marcas
forman parte, al mismo tiempo, de una dimensión económica –como herramienta
empresarial– y de una social –como síntoma sociológico–.
La salud del branding como disciplina profesional ha mejorado en los últimos años en España, pero aún queda mucho camino por recorrer.
Sin embargo, según los datos presentados en el estudio «La salud del branding en España», cada vez más directivos ven la marca corporativa como un activo intangible de alto valor estratégico y empiezan a reconocerse los valores como la esencia de las marcas, los empleados ganan mayor peso como grupo de interés clave y se considera la reputación el elemento principal para el éxito empresarial.
El estudio refleja la situación actual de la profesión en el país y ha sido realizado entre noviembre de 2013 y febrero de 2014 a partir de entrevistas a casi 100 directivos de grandes compañías con presencia internacional.
La marca representa la personalidad de la empresa y es un elemento diferenciador que consigue la implicación de los grupos de interés. Además de una cultura alineada y compartida, es esencial para el éxito de una marca corporativa contar con la implicación de todos los departamentos, especialmente la dirección.
También es necesario superar la visión cortoplacista y trabajar más en la línea de construir la reputación de la marca en el medio y largo plazo y para ello, se debe apostar por una cultura de marca corporativa potente, enraizada en el seno de la empresa y comunicada proactivamente.
Para activar la marca y ponerla en acción, la información disponible a través de medios corporativos son importantes, así como los mensajes en el entorno laboral y los espacios físicos, las presentaciones internas, los manuales de marca y demás literatura corporativa, las convenciones de directivos y empleados y las actividades de formación.
La mayor parte de las compañías que respondieron al cuestionario tienen carácter multinacional y uno de los retos más importantes que señalan es la gestión de la marca corporativa en el complejo escenario de la globalización.
Es importante que en los procesos de internacionalización la estrategia de despliegue de la marca acompañe al negocio sin olvidar la realidad local.
La marca corporativa se está imponiendo poco a poco como estrategia de éxito y la creciente importancia de la reputación contribuye al crecimiento de la importancia de la marca corporativa. Los resultados del estudio de AEBRAND reflejan claramente el reconocimiento de su valor como principal recurso estratégico de las empresas.
La era de la hipertransparencia está llevando a los presidentes de las compañías a incrementar su papel en la escena pública: participar en eventos, estar disponible para los medios, ser accesible a través de las redes, compartir nuevas ideas y tendencias, estar presente en la sociedad o ser protagonista del vídeo corporativo son los comportamientos más valorados
En este documento se detallan los porcentajes de diferentes aspectos que demuestran la interdependencia de la reputación del CEO, la reputación de la empresa y el valor total de mercado basándose en el estudio The CEO Reputation Premium: Gaining Advantage in the Engagement Era elaborado por Weber Shandwick en colaboración con KRC Research en 19 países del mundo a partir de encuestas a más de 1.700 directivos de compañías con facturación igual o superior a los 500 millones de dólares.
Además, se explican las actitudes del CEO que generan apoyos favorables y cuáles son las competencias clave del CEO para obtener una buena reputación.
Se habla de las percepciones sobre el máximo poder ejecutivo en función del género, aunque, al margen de las pequeñas diferencias, todos los casos son muy similares.
Por último, se ofrecen una serie de consejos para conseguir que el CEO maximice su presencia pública en beneficio de la reputación de su empresa.
Tanto desde el ámbito institucional, como desde el académico y el sector privado, se exige un nuevo marco para el desarrollo y crecimiento de la economía en el que se valore el crecimiento sostenible a largo plazo y se incluyan aspectos de interés general para todas las partes: empresa y grupos de interés. En este sentido, cobra fuerza la ética como eje vertebrador de un nuevo sistema basado en dos grandes pilares: la ética social y medioambiental para poder garantizar un sistema económico eficiente en un entorno estable y propicio para el crecimiento del negocio y las inversiones.
La Nueva Economía Institucional (NEI) no pretende romper con la economía de mercado sino aplicar nuevas fórmulas a problemas que se derivan de esta.
Las instituciones han de ser capaces de garantizar la justicia social, la sostenibilidad medioambiental y el crecimiento económico a largo plazo. En este momento de coyuntura económica y crisis institucional, el foco está orientado a la legitimación de las propias instituciones, que tendrán que esforzarse por responder a los intereses y demandas de todos los actores.
El paradigma de la economía social supone una herramienta eficaz a la hora de incorporar principios éticos al modelo de negocio, logrando que el conjunto de stakeholders perciba la labor como beneficiosa y positiva para el entorno en el que se desarrolla. Si bien es cierto que el modelo planteado por la economía social no es extrapolable de manera íntegra a las sociedades de capital, este sí puede servir de inspiración aportando valor al modelo de negocio a través de las políticas de recursos humanos y de responsabilidad social corporativa.
El contexto de coyuntura actual exige, tanto a empresas como a ciudadanos, la creación de nuevos modelos de liderazgo ético. Hoy en día, los estados han perdido peso en favor de la sociedad civil. La posición que ahora ocupan empresas y ciudadanía juega un papel clave en la salida de la crisis actual y por eso es fundamental asumir nuevas responsabilidades derivadas del rol que ambas han adoptado.
La ciudadanía debe por tanto asumir esta responsabilidad y adoptar valores como la solidaridad, el respeto y, especialmente, el diálogo.
Resulta imposible aprehender en toda su complejidad el poder transformador de la actual ciudadanía sin entender las claves del nuevo entorno en el que estamos jugando: La economía de la reputación, un entorno donde el público cada vez presta mas atención a las empresas que están detrás de los productos y servicios que adquieren. En este sentido la gestión de la reputación se convierte en la gestión de las relaciones con los stakeholders, clave para generar valor corporativo.
Communication and technology are proving to be the true engines for progress nowadays. Today, the big challenge for companies is to understand and manage their context.
Thus, the figure of influencers is essential for companies, who consider them as a basic active for brands because of their ability to influence through the new digital channels.
It is also important to understand that this new context promotes communication models based on the contents, corporate values or business ethics. Storytelling is, in this sense, an important element that helps audiences establish their view of reality, generate human emotions associated to the brand and in consequence create feedback as feelings, which favour the consumers’ engagement.
In this context, employee alignment is fundamental for any company. It is also very positive to have clearly defined mission, vision, and values. Working atmosphere is also important as it impacts on business outcomes and helps a company to gain a better reputation among its key stakeholders. It is essential to promote innovation and a values-oriented leadership.
This new upcoming landscape is based on the speed at which change overcomes, and a large volume of available, varied information. These three axes unveil a business management model in tune with the times and in a decidedly technological environment. Consequently, Big Data has transformed the world as we knew it, turning users into content managers. Besides, the new technological context and the arrival of Big Data have also had important consequences in the IT field. Besides, the new technological context and the arrival of Big Data has also had important consequences in the IT field.
Listening to the public is the government’s juridical responsibility and all management must display an integrating attitude, organising and managing the large volumes of available information that is within our reach. Technologic development becomes a useful tool to measure, evaluate and control the different scenarios that can arise in business but which, at the same time, current circumstances demand a very person-oriented focus.
Under this framework, companies need to bear in mind the important role employees play, vouching for their business project and their company’s competitiveness within the market.
Promoting multidimensional teams has a positive impact on business outcomes. Female presence in company's executive bodies is essential to build business projects that are successful and long-term oriented.
During the meeting held by Woman's Week foundation and the Association of Directors of Communication in Spain (Dircom), Chief Communication Officer and companies, committed to equal opportunities and diversity, professionals discussed about CSR regarding gender diversity.
We are indeed living a shift of paradigm where companies are more sensitive to the economic importance of their role as social actors and the strategic and integrated management of key intangible assets such as reputation, brand, communication or public issues. We are immersed in the so-called "reputation economy".
The main advantages of promoting diversity within the corporation are the greater capacity of attracting and retaining talent, improvement of leadership and innovation strategies and a closer approach to key stakeholders for the company. In fact, the main idea of the concept of diversity is to optimize human resources presented by heterogeneous groups, this is to say, diverse regarding the gender, age, race or nationality of their members.
We are making progress in integrating diverse teams in the organization, but we are still below the goal of 40 % female board managers in companies set out by the European Parliament and the European Commission.
This insight addresses the current situation and future leadership, where diversity will play a major role for sure.
¿Se puede apoyar España en la fortaleza de las marcas de sus compañías exitosas en todo el mundo para fortalecer y sacar a flote la propia marca país en un momento especialmente difícil de crisis? ¿Cuáles son las palancas que hay que utilizar para lograrlo, sobre qué sectores y a partir de qué premisas poner las bases de un proyecto llamado España?
Para lograr reconstruir la marca España en el exterior, además de mejorar la reputación del país cambiando la realidad interna del mismo, es necesario alinear el prestigio y reconocimiento que obtienen las marcas de empresas españolas en el extranjero, así como la de sus profesionales de toda índole, con la del propio país, creando sinergias y transfi riendo signifi cados y valores entre ambas.
Pero para ello, es necesario también mejorar la marca España. Solo así, será posible recuperar su propia reputación, dañada en los últimos años debido a la crisis económica, además de mejorar los aspectos más ‘duros’ de la misma, relacionados con la calidad, la innovación y la productividad, en los que España tiene todavía terreno por recorrer.
La reputación, desde el punto de vista de la biología, puede ser considerada como un mecanismo de selección social que permite avanzar en la medida en que se produzcan los comportamientos esperados por el entorno. Desde esta perspectiva, la reputación actúa como mecanismo auto-regulador de un sistema, el social.
En muy poco tiempo, el poder y la influencia están pasando de manos de los que poseen el dinero o detentan el poder nominal a aquellos que disponen de la mejor reputación y cuentan con amplias y sólidas redes. La legitimidad y la confianza se obtienen a través de los iguales, aquellos compañeros, amigos, familiares con los que se interactúa a diario, también en las redes sociales. Es un cambio que se está produciendo en estos momentos a una velocidad de vértigo.
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Simultaneous Accounting: Intangible Value Assessment and Control in Integral Management
1. Until now, organizations have only focused on
the assets and resources that brought economic
growth. Nowadays, organizations also rely on
other assets which may lack a set value but which
contribute to the good running of the organization.
This integral and systematic approach is explained
in the book Contabilidad simultánea. Valoración
y control de los intangibles en la gestión integral
(Simultaneous accounting. Intangible value
assessment and control in integral management)
written by Salvador Guasch, Head of the Institute
of Intangibles and international expert on financial
and nonfinancial accounting in collaboration with
Professor Antonio Márquez and Esteve Sitges.
According to the authors, companies need to
manage their tangible and intangible values and
include them in their strategy. Moreover, they state
that a good value system is the one that maximises
the assets and resources, which provide economic
as well as human, social and environmental profits.
“Anything that contributes to the fulfilment of an
established objective will have a value within that
system and will be part of an specific value frame”.
Intangible values have a value of some sort; it
doesn’t need to be a price. These values may not
be physical, but they are perceptible: working
environment, innovation levels, knowledge and
management ability are some examples.
In this manual, Guasch presents his methodology
aiming to meet the demands to capture, quantify
and integrate intangible values along with tangible
ones in the same system, through a series of units
and value coefficients.
Financial accounting covers anything that has a monetary value. However, there
are some assets, which do no have an established countable value but an identity of
their own and can substantially influence the general economic outcome.
Strategy documents
L18/2015
Simultaneous Accounting:
Intangible Value Assessment
and Control in Integral
Management
Metrics
Book Summaries
This document was developed by Corporate Excellence – Centre for Reputation Leadership from the book Contabilidad simultánea. Valoración
y control de los intangibles en la gestión integral (Simultaneous accounting. Intangible value assessment and control in integral management) writen by
Salvador Guasch, Head of the Institute of Intangibles and international expert on financial and nonfinancial accounting in collaboration with
professor Antonio Márquez and Esteve Sitges and published by ACCID and Accounting Economists from the Consejo General de Economistas.
2. Book Summaries 2
Simultaneous
accounting.
Intangible value
assessment and
control in integral
management
Self-generated and emerging values
In the authors’ words, intangibility must be
regarded as “A profound dimension shaped by
invisible things, which we might not be able to
quantify in currency units but which nonetheless
deserves a proper management, due to its strategic
importance in order to reach the objectives that
have been set”. When a company is well managed
and thanks to its good running, it self-generates
intangible values. Although these values cannot
be regarded as economic assets, they might be
considered as practical values, they have not been
financially capitalised, they are the result of the
right operative innovation, corporate knowledge,
management culture, consumer loyalty, staff
satisfaction, ethics and social responsibility.
Variables such as corporate reputation, working
environment or social responsibility must only
be registered on the accounting of estimated
intangibles.
A new business model
Many companies are reorienting their behaviour,
leadership and philosophy in order to define
their identity, purpose and their corporate values.
Over the last decades, focusing on objectives
and estimations wasn’t enough for management
strategies to successfully lead in the new business
environment. This is why, nowadays, a new way
of understanding and running companies is
emerging, a model based on values management and
also on the role that companies play as committed
social actors within the environments where they
operate and participate. . The goal of the values
management is for a company to lead according
to its defining principles and to the characteristics
that make it unique, so apart from maximizing
the benefits the company also creates a shared
appreciation of itself. This managing model tries
to quantify tangible and intangible assets in order
to study their mutual implications and synergies.
In short, the aim is to launch a Balance Scorecard
(balanced matrix in the authors’ words) to consider
all the possible value variables, which occur inside
a company.
Integral Accounting
Integral accounting is what value management
uses to monitor the right implementation of
intangible values. Thus, it needs to understand the
global and complex reality of internal and external
relationships in a company. According to Guasch,
this is the only way “to realise that we need to pay
attention to profits and power but also feelings,
people and environment. We cannot take anything
into consideration if we are not considerate. And
this is what integral accounting tries to do”.
Integral accounting has been labelled as the new
business conscience because it deals with other
relevant attributes beyond financial data or profits
maximization. This new approach to business aims
to introduce financial and nonfinancial indicators
in the general information system at all levels,
aiming to build/establish a long-term view when it
comes to decision-making processes.
Quantifying intangible assets
Introducing tools to monitor and manage the
values of a company, it is important to first
define which values and targets have to be kept
and strengthen. Integral goals are the ones
that stand for the systematic perception of the
company. Indeed, the objectives define the values
of a company. If a company aims to get global
simultaneous results (economic, social, human,
relations, environment…), an ambitious frame –
of intangible values focused on the most strategic
ones so that the business structure stays healthy,
productive and consistently functional- ought to
be designed.
Values can be classified and encoded within three
major groups (human, structural, relational)
quantified with unity values from 1 to 10 (1
being the lowest and 10 the highest/ excellence).
There are suggested matrixes to present and easily
compare and manage value units (v.u.). Finally,
monetary units (m.u.) are used to register financial
accounting.
Surveys are carried out in order to assess intangible
values as well as to gather information on how
the company sees itself and how others see the
company. Then, intangible values are quantified,
both provided and self generated, following the
value matrix, which includes:
• Code
• Value
• Definition of ‘value’, so that everybody taking
part in the survey has the same understanding.
• Value units (v. u) assigned to each value.
These matrixes compare simultaneously all the
different values in a company. But to obtain
the most of this process, each organization
has to establish sensibly which are the most
significant and relevant values that should be
assessed, controlled and managed, according to
the actual business context. The authors believe
that assessing intangible values following this
methodology provides a company with the
following advantages:
“Over the
last decades,
focusing on
objectives and
estimations
wasn’t enough
for management
strategies to
successfully
lead in the
new business
environment”
3. Book Summaries 3
Simultaneous
accounting.
Intangible value
assessment and
control in integral
management
“A new model
of doing
business has
emerged,
based on value
management”
Table 2: Basic matrix for Human Values
Table 3: Basic matrix for organizational values
Source: Contabilidad Simultánea, 2015.
Source: Contabilidad Simultánea, 2015.
HV HUMAN VALUES V. U.
1 Abilities
2 Attributes
3 Moral values
4 Skills
5 Behaviour towards the environment
6 Knowledge
7 Experience
8 Improvement results
OV ORGANIZATIONAL VALUES V. U.
1 Products and Services
2 Conventional-formal Organization
3 Systems and Methods
4 Processes
5 Technology
6 Logistic
7 Creativity and Innovation
8 Research
9 Internal Working Terms
10 Business Knowledge
11 Acquired Experience
12 Training
13 Corporate Culture
14 Integrality
15 Internationality
16 Competitiveness
17 Purpose
18 Sustainability
19 Spirituality
20 Harmony
21 Management
22 Good Governance
23 Organizational results
Table 1: Quantified estimation
Source: Contabilidad Simultánea, 2015.
UNITS INITIALS VALUE
Monetary m. u. Economic
Values v. u. Functional
4. Book Summaries 4
Simultaneous
accounting.
Intangible value
assessment and
control in integral
management
1. Establish value units, to be able to actually
quantify intangible values.
2. Decode value units into specific coefficients, in
order to grade or not economic outcomes.
3. Set more efficient assessment and management
methods, as all intangible values are codified.
4. Gather data through research and surveys
about how the company’s intangible values are
perceived by its environment.
5. Value matrixes allow designing surveys based on
the most significant priorities of a company.
6. Data in these matrixes is arranged into files and
columns to include all the variables needed for
integral management.
Intangible values
Guasch, who was the first Accounting professor
at ESADE, outlines in this book the different
intangible values in every organization. He classifies
them in three big groups: human, structural, and
relational.
Human values (HV)
The Human Structure (HS) of a company is formed
by all the assets which have been developed by
people during their personal and professional
growth, and which might bring a significant value
to the company. People have skills and abilities
that evolve and can provide the company with first
hand functional value. It is through people that
companies can create and innovate and, therefore,
evolve and improve their quality. Some of these
human values are: new ideas, creativity, personal
skills, process innovation, planning, mental maps
and diagrams, etc.
Table 4: Basic matrix for relational values
Source: Contabilidad Simultánea, 2015.
RV RELATIONAL VALUES V. U.
1 Investors
2 Employees
3 Customers
4 Consumers
5 Suppliers
6 Hired companies
7 Supply chain
8 Local community
9 Global community
10 Environment
11 Banks
12 Public administrations
13 Public finance
14 Management body
15 Unions
16 Organized consumers
17 Community associations
18 Media
19 Competition
20 Educational institutions
21 Vulnerable groups
22 Next generations
23 Relational results
“Integral
accounting
tries to
include
relevant
data that
goes beyond
financial assets
and economic
profit”
5. Book Summaries 5
Simultaneous
accounting.
Intangible value
assessment and
control in integral
management
It is important to take into consideration the values,
which employees bring to a company, as these
values play a role in the company’s formation and
development. The potential of adding value on a
regular basis might be an influential criterion when
it comes to internal recruitment processes.
Management skills are a good example of human
values. Managers are required to have a series of
features in order to lead efficiently and consciously,
both within the general system and within their
own field:
• Negotiate: being able to intercede in conflict
situations and to find solutions that are suitable
for all parts.
• Team Management: being able to manage a
group of people with different skills in order to
meet the set targets.
• Delegate: being able to hand over authority and
responsibilities to trained people in order to
accomplish specific objectives.
• Innovate: being able to do new things using
the available resources and the personal skill
potential as well as the skill potential of all the
team members.
• Lead: being able to inspire and motivate
everybody in an organization so that projects
are developed and implemented until they are
finished.
• Motivate: being able to instil a feeling of shared
purpose and also reasons to participate, which
will encourage others to reach the corporate
goals.
• Decide: being able to make the right decisions at
the right time.
• Team work: being able to work as a part of a
team.
• Perspective: being able to anticipate future
situations in order to react appropriately.
• Plan: being able to identify and define
beforehand which are the most suitable actions
according to the agreed programme.
Organizational values (OV)
The organizational infrastructure assembles all
the tangible and intangible assets that must fulfil
their role in the value chain. It depends mostly
on the organizational infrastructure if business
value is created or not. In fact, as it is portrayed in
“Contabilidad simultánea”, this is one of the most
decisive values and the less talked about. This value
allows creating value from other assets.
A quantified assessment on organizational structure
allows managing all the physical, technological and
human elements, which combined in a harmonious
way make the organization development possible.
This structure can be found in managing
programmes, databases, brands, communication
networks, staff selection and staff promotion, control
systems and continuous improvement systems, and
in other areas of the organization that support the
efficiency and productivity of the organization as a
whole. A company must evaluate its organizational
profile to be able to select and promote the most
important operative and strategic values.
Relational values (RV)
From a holistic point of view, companies need to
consider all the people they relate to. Sometimes,
organizations do not take into consideration all
groups of stakeholders. However, in order to build
long-lasting partnerships it is important to establish
a strong relation able to create mutual profit for all
the parts involved or interested.
When talking about “parts involved”, we are
referring to the stakeholders included in the
organization relational scheme; because they have
an identifiable and specific relationship with the
organization and because they are interested in
the organization’s operational results: consumers,
suppliers, stockholders, employees, etc. These
relationships may not be formal and both sides
do not need to admit the connection for the
relationship to exist. On occasions, there are
conflicts of interest between the stakeholders and
the company. Sometimes, stakeholders may be
related to the company but not directly or explicitly
interested in it. From time to time, stakeholders
go unnoticed due to their lack of organization,
especially when it comes to vulnerable groups. A
company can and should keep in mind the way its
activity affects the interests of the parties involved,
particularly when it concerns the interests of clients,
investors and employees.
Conclusion: integrate financial
and nonfinancial assets
The authors insist on the fact that companies need
to launch two different types of reports. On the
one hand, a traditional financial report gathered
through the usual method. On the other hand, a
report to quantify intangible assets. This last one is
a key task that enables an authentic consciousness
assessment of the company or institution. The
method suggested to monitor the intangible values
allows to quantify them using value units. Then,
according to the results, the company can change or
reshape their actions to improve the management,
as well as establishing specific action plans.