What Is the Business Performance Engine (BPE)?
Last month we discussed your firm’s business design, a relatively new concept, and said as your key business issues change so should your business design. This though creates an extremely fluid situation that can make your people very nervous. One of the keys in dealing with so much fluid change is to make sure your business is as digital as possible. Once again I borrow from the brilliant work of Adrian Slywotsky and my experience and research.
Last month we discussed why firm valuation is the best “win” metric for your business. This holds if your firm is a private for-profit or a publically traded firm. We said though that measure and its components are lagging in nature. What causes increases in firm valuation in the first place? For this we need to discuss leading indicators and that is the subject of this article.
Last month we discussed the importance of having the correct key “win” metric for your business. I gave my view that the best one measure is increases in firm valuation or market value. In this article will discuss why it is the best measure from my view. The next article will discuss how firms become market value creators and growers.
Here we will discuss why choosing a single dominant “win metric” for your business is vital. Choosing one win metric over another can have huge ripple effects in your business. Let’s have some fun with pondering these issues from the viewpoint of professional competitive golf to see how changing the win metric in competitive golf can have huge repercussions. The same relationships apply to business in my view.
If your firm has crafted its mission statement, can you say it without reading it? Most people in firms that have a mission statement do not know what it is without reading it. Wow. Are mission statements worthless then? No they are not and we will discuss mission statements in the context of the more general question – “Can You Say What Your Firm’s Strategy Is?”
This is Part 2 of 2015’s third article discussing the possibility of the I-20 Corridor becoming the next Austin, Texas, a region that enables the creation of an entrepreneurial ecosystem to support torrents of new business venture creation.
This third article of 2015 continues our discussion of the I-20 Corridor becoming the next Austin, Texas, a region enabling the creation of an entrepreneurial ecosystem to support torrents of new business venture creation. It will come in two parts.
Last month we discussed whether the I-20 Corridor could become the next Austin, Texas, a region that enables the creation of an entrepreneurial ecosystem to support torrents of new business venture creation. Ending that article I posed a caveat to all of the good things that have happened in our region around entrepreneurship to date: For new ventures the key resource needed is money. Investment will flow to its highest expected returns adjusted for risk. Why would we expect our homegrown entrepreneurs to be better than entrepreneurs in other parts of the U.S. and world who might offer higher expected returns adjusted for risk for investors?
Austin, Texas, a vibrant community of established corporations like Dell and Whole Foods, is also a beehive and incubator of entrepreneurship and new business creation. TeVido, Square Root and Novati are only some of the business ventures born and grown via the lifeblood of an entrepreneurship community or “ecosystem” of ideas, resources and funding. Some folks in our area, which we will call the I-20 Corridor from Shreveport/Bossier to Monroe, think we can be the next Austin, Texas. Do you agree?
This last article of 2014 will cover one of my favorite topics because in my experience it can be so misunderstood. How fast and agile is your organization? These are huge drivers of firm valuation.
We go to the fitness center to build muscle strength and flexibility. Research on the brain and how it functions and improves suggests we go to the “brain gym” to build the brain’s strength, flexibility and endurance. We used to think that a person’s brain capacity for problem solving and creativity was set by the time we are eight to ten years old.