BCG Update
Business
Roundtable
Including
power of employees into the Intangible Balance
Project
team with BCG -> more powerful & serious mage as a single mask
The missing
part of enterprise map.
Including /
inclusive value
Good for employees,
opens options for EY, PwC,… (big four) -> the white
spot of “GWA” Gemeinwohl Analyse
(Mc Kinsey)
IGL ->
Instants Graphics Landing (?) for finding people value
NZZ Schwarz gibt Bericht
Eigentlich ist es eine Philosophie (und die ist nicht neu)
-> Diese gibt einen Rahmen für die Orientierung
Wenn es um die Umsetzung geht, braucht es (a) ein ganzheitliches
Orientierungsmodell, in dem die verschiedenen Rahmenbedingungen erscheinen und
(b) eine Metrik, mit der die Elemente aus dem Orientierungsmodell rational
messbar, planbar und nachvollziehbar erfasst werden können.
Dummerweise stammt der klassische Rahmen für die Orientierung noch aus der vorindustrialisierten Welt. Einer Zeit der Sklaven und der Hexenverbrennungen.
Martin Reeves -> YouTube https://www.youtube.com/results?search_query=%22Martin+reeves%22
What happened:
IVSC Aug 15 – Deloitte. Building a
global approach to valuation using IVS - https://www.ivsc.org/news/article/professional-insight-integrating-ivs-within-deloitte-s-global-approach-to-valuation
Business
Roundtable Aug 19:
Redefines the Purpose of a Corporation to Promote ‘An Economy That Serves All
Americans’ – https://www.businessroundtable.org/business-roundtable-redefines-the-purpose-of-a-corporation-to-promote-an-economy-that-serves-all-americans
FastCompany Aug 22 – Don’t believe the Business Roundtable has changed until its
CEOs’ actions match their words - https://www.fastcompany.com/90393303/dont-believe-the-business-roundtable-has-changed-until-its-ceos-actions-match-their-words
INEQUALITY Aug 23 – Has the Business
Roundtable Really Seen the Light? - https://inequality.org/research/has-business-roundtable-seen-light/
B
Corporation answers
to BRT Aug 25 – Let’s get to work - https://bthechange.com/dear-business-roundtable-ceos-lets-get-to-work-25f06457738c
BCG
Henderson Institute
Aug 30 – INSIGHTS on the Purpose of the Corporation (Mail)
HBR Aug 30 – Is the Business Roundtable
Statement Just Empty Rhetoric? - https://hbr.org/2019/08/is-the-business-roundtable-statement-just-empty-rhetoric
CFO Technology (BCG) Sept 02 – Transformation
Requires a Scientific Approach - https://www.cfo.com/technology/2019/09/transformation-requires-a-scientific-approach/
IVSC Sept 04 – Is Goodwill a Wasting
Asset? Looking at the topic from a valuers perspective.
- https://www.ivsc.org/news/article/is-goodwill-a-wasting-asset
Optimize for Both Social and Business Value
Improve
Scorekeeping and Increase Transparency
(Page 7) Managers
will need new scorecards[1] for fuller equation of business value[2] …
assess and reward performance[3] … inform decision making[4].
Scorecards and reporting must go beyond mapping general ESG materiality[5]
… insightful metrics[6] that directly connect purpose[7] & business
model[8] to the way company creates differentiated value[9] and
societal impact[10] – its full business value (FBV)[11].
These metrics[6] will assess performance[3] throughout the value chain[12]
from procuring inputs to post-use cycle… to company’s full societal footprint[13].
As with financial performance[14], good companies will integrate these metrics into their managerial software – operating plans… target
settings… investment decisions… executive compensation… employee recognition…
radical transparency of its FBV scorecards…[15] reflecting in… investor relations, corporate
communications, quarterly calls, annual meetings… making them integral to marketing,
social media, public relations, government affairs.
Result: stakeholders will see company in new ways + advantage to peers on new
dimensions.
Lead a
Purpose-Filled Organization
(Page 7) …
rethinking skills[16] and capabilities[17]
… differentiate performance on both – financial and societal metrics[6].
… to be fully integrated into operations and decision making[15].
… requires augmenting line businesses with nontraditional business skills[18] … systems thinking… anthropology… behavioral
economics… sustainability… development policy… new ways of working…
Elevate
Board Governance[19]
(Page 8)
Boards need to build new capacity to … full role corporation will play in
society.
… current management … focused on financial performance … with social & sustainable
sidelines
… new era of business … CEO accountable for financial, environmental, societal
performance
Boards to be educated on societal needs, SDGs…
need to restructure committees, oversight on social performance…
must challenge long-held views about…
boundaries & time horizons of business… what makes a good CEO… new risks
and rights to operate… measuring performance… expand view of managerial beyond
the ability to hit annual business targets… building a more resilient and
adaptable company that delivers for share-holders and society even at the
expense of short-term financial performance.
…reconceive business… commit to purpose… pursue sustainable business model
innovation… opens up… new opportunities for growth, shareholder value… benefits
to society and planet.
… either wait or proactively ‘reinvent company’… reshape the industry… propel
the stock… deliver remarkable impact… leave notable legacy of corporate public
good.
Annotations
[1]
Scorecards -> Scoremaps (Vector) Easier to get a
common (value, risk…) perspective about same topic with several dimensions. Vector
is useful for graphical arithmetic to see the same picture. (With ‘Spider’ it is
not possible to ‘add’ and ‘subtract’.)
[2]
Definition of Business Value -> short term, long term, monetary,
nonmonetary…
[3] performance
-> multi-dimensional (societal, financial)
[4]
Decision making -> common understanding of real reality and perspectives
-> same picture/visualization
[5] beyond mapping
general ESG materiality -> multi objects, multi metrics…
[6] metrics
-> from normative to letters to linear numbers to vectors…, societal, financial…
[7] purpose
[8]
business model -> 3 enterprise levels (base/resources – processes –
offerings)
[9] value
-> multi-dimensional, objective, subjective
[10] impact
-> plus, minus, indifferent
[11] full Business
Value (FBV) -> meaning?
[12] value
chain -> [B] Value Creating Net (of enterprises/departments)
[13]
societal footprint
[14]
financial performance
[15]
integrate (new) metrics in managerial software… the whole system +
communication… -> yes
[16] skills
= knowledge + experience
[17]
capabilities -> meaning?
[18] nontraditional
business skills -> new dimensions, cracked paradigms… self-explainable
[19] Elevate
Board Governance -> new map, framework, techniques -> enhancing logic, framework,
transparency, reasoning, visibility of assets/resources -> enabling common
language/view for strategic and operational work…
[A] Alte finanzperspektive – what’s missing – combination
[B] Value
Creating Net (of enterprises/departments)
Helpful for planning and realizing the processes of cross-company value
creation networks at the levels 'Company', 'Offerings' and 'Resources'.
Business Engineering Systems
1.
Basics
1.1 4 worlds
World 1 = The real world (tangible, intangible)
World 2 = The world of experiences (intangible,
subjective)
World 3 = The world of explanations (form = tangible, content = intangible)
World 4 = The world of law – legal and paralegal (Form/Text, interpretation)
1.2 Explained worlds
Explaining how the real-world works is an endeavor since people started to think
about ‘World 1’. It’s a never-ending story of ‘new’ insights and explanations (right,
wrong, useful, dangerous…) in- and outside of schools. Now classified in
several specialized fields – with ‘experts’. Link Branches of
Science
One must distinguish between form and content - appearance and meaning.
Explanations and teachings are instructions to the human mind. They influence
our way of understanding, logically reasoning, planning and shaping World 1.
If you can so say, they basically have the same function as the operating
system and application software in computers.
1.3 Scientific Innovation (Kuhn)
Progress of scientific insights follows mostly at an iterative path. However, from
time to time we face ‘quantum leaps’ to a new level of scientific insights
following ‘Crises in Reality’ because explanation models are failing.
See Thomas Kuhn ‘The Structure of Scientific Revolutions’ 1962 – link
PDF
Animated gif: https://bengin.net/images/scientific_innovation_kuhn_e.gif
Download pdf: https://bengin.net/permalink/scientific_innovation_kuhn_e.pdf
1.4 Innovation (Techniques and
Technologies)
A ‘technique’ is a way of carrying out a particular task or a set of rules,
standards or protocols (planning, reading, teaching, accounting…)
A ‘technology’ is a way of carrying out a particular task using ‘techniques
and objects’ that usually involves insights from ‘physical sciences’ (industrially
engineered solutions...).
‘Innovation’ is the result of an innovation process started with an idea, an invention.
Three phases:
1. Incubation needs 70%, 2. Invention needs 25%, 3. Innovation needs 5% of
time.
Most people associate the word ‘innovation’ with ‘technological
innovation’. Like new computers, smart phones, AI (Artificial Intelligence),
electric cars…
But this is only one dimension of innovating – even if most papers are full of this
dimension.
Innovation in techniques is another type of innovation that influences
our live and behavior. Like new rules of taxes, reading techniques,
mathematical techniques, decision making/rules, standards and rules of
accounting, economics, Business Administration, management techniques…
1.5 Innovation in economics
Economics understood as a product of mind – ‘Instruction to the human Mind’. As
economics is deeply rooted in our decision and reasoning process as managers it
is essential that we use the best of the available economic models and rules.
Because the standard economics has a trackback to 1773? When Adam Smith published
his ‘Wealth of Nations’ – laying the base – there is no doubt that the base of
this approach has to be rethought.
https://bengin.net/nemo/bei_e.html
1.6 Enterprise 3D, three levels
https://bengin.net/bes/3lstructure_e.html
1.7 Metrics linear, 2D
https://bengin.net/bes/metrics_development_e.html
There are a lot of conflicting meanings and theories around metrics and
measuring.
1.8 Value – subjective property
1.9 Values (mapping and measuring)
2.
Combined
Applications
2.1 Strategies
2.2 Value-added network
Zusatz Bemerkungen
Problem is
that – for example – the CEO cannot order from the staff to make a balance of
intangible assets, because it does not exist in economics. Just because such a
balance doesn’t exist in economics.
Analogue problem exists for the meaning of the word ‘value’ (Subjective?
Objective? Both?) and its metric (Monetary? Non-Monetary? Hybrid/Vector?).
The value
of visibility…