Bertrand Duperrin's Library tagged marketvalue → View Popular, Search in Google

May

2012

Dear GE: You Can Do Better!

"Despite all the wonderful things in the second paragraph of his letter that Mr. Sheffer says about GE, Wall Street has had persistently negative view of the firm: GE’s share price has declined by 35 percent over the past ten years. GE is one of three firms in the list (along with Wal-Mart and Johnson & Johnson) that is doing markedly worse than the S&P 500, which is at +32 percent over the ten-year period.

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www.forbes.com/...dear-ge-you-can-do-better

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GE radicalmanagement casestudies marketvalue innovation outcomes ouputs creativeeconomy

Instead of pursuing maximizing shareholder value as most of the Hay “leaders”, like GE, are doing, these firms are focused on delighting customers with continuous innovation. Paradoxically, it turns out that a tight focus on delighting customers makes more money than a tight focus on making money.
It’s about understanding the principles of radical management that are needed to succeed in the customer-driven world of the 21^st Century marketplace.
2 more annotation(s)...
- We know that the 20^th Century industrial-style management isn’t adapted to the emerging Creative Economy, in which the driving force is continuous innovation and customer delight. The Creative Economy is an economy in which organizations are agile and continually offering new value to customers and delivering it sooner. The Creative Economy is an economy in which firms focus less on short-term financial returns and more on creating long-term customer value based on trust.
- The new bottom line of business is: is the customer delighted? It’s a fundamental shift from outputs to outcomes. It’s about, not just finding fast-growing sectors, but rather creating them. Creating fast growing sectors is much more profitable than finding them.

Dec

2011

Innovation in Intangible Assets Drives Company’s Market Value

"This is contradicting but shows the challenge as well, because more than 75 percent of the average market value is from intangible assets. The challenge is that these aren’t quantified in financial metrics. Intangible assets consists of human-, organizational- and information capital. "

www.innovationmanagement.se/...company%E2%80%99s-market-value

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intangible intangibleassets value marketvalue innovation finance humancapital organizationalcapital informationcapital metrics bigdata cooperativeintelligence intelligence valuecreation

Investments in organizational capital means investing time and money in open business models, open innovation and setting the right conditions for creative ‘knowledge workers’. Last but not least, investments in information capital spur the collection, interpretation and thus quality of the available internal information.
85 percent of Fortune 500 organizations will fail to effectively exploit big data for competitive advantage
4 more annotation(s)...
- Collecting and analyzing the data is not enough — it must be presented in a timely fashion so that decisions are made as a direct consequence that have a material impact on the productivity, profitability or efficiency of the organization.
- Most organizations are ill prepared to address both the technical and management challenges posed by big data;
- cooperative intelligence is about not inundating people with too much information, just what you know is important to them.
- Intangible assets are the ultimate source of sustainable value creation. Innovation and more investments are required to remain viable, to create and maintain competitive success and increase the organization’s market valu