Notes on Growing Wealth in the For-profit Firm 2019

January 2019 will mark the eighth year of writing articles about what increases firm valuation for the for-profit firm. We have an exciting year plan and I hope you will continue to follow this series of articles and comment on them. The comments are very appreciated and help me learn. Best regards, Bill and the team at Bill Bigler Associates.

blue arrows and magnifying glass

In Response to the Business Roundtable New Statement: A Practical Model for Growing the Valuation of For-profit Firms – Part 1

This article was in development before the week of August 19, 2019, when the Business Roundtable (BRT) announced their new statement of purpose of the corporation. Thus I think this article and others like it are even more important. The new statement by the BRT, in brief, is that shareholders are no longer the sole recipients of financial value created by publicly traded firms. Other stakeholders will be participating in that value as well.

strategy framework

Competitive Strategy As a Framework for Making Trade-off Decisions to Get From Now to the Future: A Discussion and Disguised Company Example

There are at least hundreds of definitions of competitive strategy for for-profit firms. In my view, the useful differences in definitions are based on changing contexts for businesses, not from someone trying to re-invent sliced bread. My favorite definition of competitive strategy from the context or lens of making strategic decisions is below. This definition has been suggested by several strategists including Donald Sull of MIT and is:

ominous horizon - bridge to lighthouse

Time, Speed and the Process Revolution: Why Are These Disciplines Disappearing?

In 2019 time and speed are still important operational and strategic weapons for firms. Just look at Amazon moving to next day and now same day delivery. But the very rich disciplines of process innovation and process management seem to be disappearing in many or even most firms. This article, part of my series on what causes the valuation of the for-profit firm to increase, will in part be a community call to confirm your experience that indeed these rich disciplines are disappearing. If so, why? Is this a problem? I believe it is a problem if my recent observations are correct.

Can You Diagnose the Strategic Health of Your Business In Twenty Minutes? I Think You Can And Here Is How You Can Do It Via a Free Survey

There is an accompanying slightly more in depth article just published in LinkedIn titled “Diagnosing the Strategic Health of Your Firm At Lightning Speed: How You Can Do It”, but if you would like to go to the survey directly, here is the link

medieval hammer and chisel

What Is An “Established” Firm In Today’s World: Implications for The Health and Longevity of The Firm

I used the word “Established” in 2004 in the title of my first (and only) book The New Science of Strategy Execution: How The Established Firm Becomes a Fast, Sleek Wealth Creator. I had an idea then about what Established meant but have refined my thinking on this recently. Some writers have referred to them as “ongoing” firms, but we need a more useful view of what “established” means in this context.


Being Or Becoming Polymorphous Kaleidoscopic: Recent Criticisms of the Chief Strategy Officer Position

Polymorphous Kaleidoscopic in this context means a “many-sided person who is made up of a complex mix of elements”. Do we really need such a person in business? I think so. Recently there have been more than a few articles criticizing the relatively new position and role of the Chief Strategy Officer (CSO). This article will explore this reality and what in my view is required for this role to add value to the management team and the organization.