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More and more companies are realizing that value-based management
(VBM) is an essential ingredient to prosperity and growth in these tough, competitive
times. But moving VBM from the corporate boardroom down throughout the organization
remains a challenge. Finally, in The Value Enterprise, organizations will
find the tools they need to reinvent corporate culture so that value is the corporate
mission from the executive suite to the shop floor. The
Value Enterprise goes beyond why managing for value makes sense, and concentrates
on showing how line managers, whether general or functional managers, can identify
and control the business drivers which lead to value creation. Importantly, the
book emphasizes that to achieve lasting success organizations must find strategies
that create value simultaneously for all key stakeholders: customers, employees,
and shareholders. The Value Enterprise provides
a blueprint for implementing the principles of VBM throughout an organization.
It is a proactive approach to becoming a true value enterprise. Examples of VBM
in action (including Boeing, Walmart, Cognos and Continental Airlines) and an
in-depth case study highlight all the steps you need to follow to build a solid
value enterprise, including: - How to hook value
into the planning process from the outset
- How to
install a value scorecard that measures the value that shareholders, customers,
and employees derive from your business
- How to use
value modeling to gain a common understanding of how a company's customers, assets,
activities, and employees interrelate to affect future cash flows
- How
to pinpoint "value drivers" -- the key components that create value
-- and focus energy and resources on them
- How to
create incentives and compensation for managers and employees so that day-to-day
efforts are linked to value creation
- How to collect
the rich set of information needed to make value-driven decisions
This
book fills an important gap, extending the reach and the power of value-based
management beyond the offices of senior financial managers to the entire organization.
The profound organizational transformation that can result can lead to significant
value creation for all interested constituencies: investors, customers and employees,
which will ensure the long-term success of your enterprise. John
Donovan, Richard Tully and Brent Wortman are consultants with Deloitte & Touche
Consulting Group. John Donovan is the firm's Global leader of Value Based Management
(VBM) and also leads the Strategic Transformation Practice in the Mid-Western
United States. Richard Tully leads the Strategic Transformation Practice in the
firm's Chicago office and Brent Wortman heads up VBM and Strategic Transformation
in Canada. As the firm's lead practitioners in VBM, John, Richard and Brent have
helped companies in the U.S., Canada, Europe and South America implement VBM.
They work with a broad range of companies in Telecommunications, Media, Healthcare,
Manufacturing, Consumer Businesses, Utilities and Financial Services.
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