Measuring and managing - Outcomes

KPIs[1] should cover at the highest possible source of inputs including the Board and Executive and cascade down to other key functional areas.

Human capital

Even before integrated thinking[1], you need to begin with “first who then what?”


Wealth distribution is skewed favoring a minority few with ordinary individuals having limited opportunities to innovate and a holding pattern persists.

It is a known fact that an optimal way to managing risks is to maintain a portfolio with asset classes that work together to produce a higher return for a given unit of risk.

Purpose over profit leading to meaningful collaboration is a powerful concept.

Taking ownership to embrace sustainability[1] is a given for an enlightened company;

A sustainable society requires appropriate disclosure and accountability of consumption of capital by companies.

If stakeholders are remunerated regardless of the outcome of the value creation journey then it appears to be a risk-free ride.

The value creation journey is usually initiated at the senior strategic management level. The entrepreneurial vision of sponsor(s) helps shape the business model and identifies the value to be created.

Value creation is better understood when we can connect the underlying components of shareholders value to gain insights on how they interact amongst themselves.

Value creation may mean different things to different people.