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.
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Identify the existing potential and its interrelationships. That which is not (yet) shown in the classical models.
Make your individual, correct three-dimensional company model with the three levels:
Offers, processes, resources