As the size of a company increases, it becomes more difficult to have contact with all employees and to get a direct impression of the skills and potential of a company.
Because the potential cannot be read from the usual financial figures, for various reasons, procedures are increasingly being sought and developed with which they can be better recorded and evaluated.
The practitioner does not even have to go so far as to introduce a potential balance sheet or/and an income statement of the potentials - although this would be feasible now.
Ask your controller about the new instruments.

From now on, you and your employees will no longer have to read through 200 or more pages in order to localize the potential in a targeted manner and, based on this, initiate a profit-oriented strategy.
Simply extend the orientation by the available resources and potentials.

Three questions and some structure in the procedure are enough.

  • 1. What have we got? What do we have?
  • 2. Who could benefit from that?
  • 3. Is the work worth doing?

In the following pictures such a procedure is shown in a concentrated form.
That's all it takes.

The PDF of the presentations can be downloaded HERE.

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Go to Models (opens new page)
Controllers map in 3D

Controllers map 3D

Identify the existing potential and its interrelationships. That which is not (yet) shown in the classical models.

Go to Models (opens new page)
Enterprise model

Enterprise model 3D

Make your individual, correct three-dimensional company model with the three levels:
Offers, processes, resources


Screen-Shots from the module "Using potentials"

Content

Targets (1) -> ways -> means
Means -> opportunities -> targets (2)
The strategic circle

Core competencies - Markets

The old Ansoff matrix is based on products and markets. It unnecessarily restricts the strategic options for sustainable management.

Offerings? Markets?

The question "What offerings?" (products, services, rights) opens new strategic options for orientation.

Core potentials?

Discover your core potentials. They are the healthy, stable starting position for new offers. And they are already there.

Neue Angebote?

Once the core potentials are known, supplementary/new offerings based on the customer's needs can be created very fast.

Three steps

The answers to three questions lead to the (complementary) new strategy.
1. what primary resources do we have?
2. do we have special process know-how?
3. does this result in an interesting offer?

Checklist Resources

Knowledge of the six primary resources is a good prerequisite for solving customer needs quickly....

Checklist Processes

KKnowledge of the most important processes helps to optimize them and to consider them as offers for b2b..

Checklist Offerings

What types of offers are possible, which ones make sense, which ones are made?

The five phases

Making existing potential visible - and thus (also) covering latent needs. The quick and clever supplementary strategy.

The five phases

For fast results.
Carry out these five phases independently or with moderation by external consultants...

Offerings? Markets?

If you make the existing material and immaterial potentials visible in a structure, you (and your employees) can make better and faster use of them.