The exercises enable participants to develop an understanding of the implicit strategies that have brought the organization to where it is today. However, it is not uncommon for the head of the organization to play this role or assign another member of management to do so.
HIGHLIGHT EXISTING STRENGTHS
It is important to remember that it is impossible for the leader of the organization to know all aspects of the organization, as well as those who interact with it on a daily basis. With a solid qualitative understanding of the key processes, asset allocations and strengths developed over the past five years, you are now in a position to gain additional insight from quantitative analysis.
IDENTIFY IMPLICIT STRATEGIES
You will need to have financial data for the past five years that will show you the net assets deployed in each selected part of the organization, year by year, and the related contribution. FIGURE 1.5 Returns and Growth for ABC Business Segments Business Unit Annual Net Assets Average Return on Segmentation Growth (%) Net Assets.
PLOT GROWTH PERFORMANCE
As shown in Exhibit 1.9, ABC Company is not growing as fast as the industry it participates in. This relationship for ABC Company is shown in Exhibit 1.10, which clearly indicates that entity B is losing share, entity A. right on the line) owns share, and only entity C gains market share.
ANALYZE PROFITABILITY RATIOS
Interest rates relate to the amount of debt, which can vary based on the stage of growth of the business, the industry it operates in, or management's risk preferences. If this ratio is on the low side, it suggests that the funds may be better invested elsewhere.
DETERMINE RELATIVE VALUE
First, it can improve the perception of the organization in the public market to the average level, which would increase its value by more than 40%.6 Second, it can improve return on equity. By determining your organization's return on equity and moving vertically up until you reach the limit, you can then read the average market value to book value premium indicated for organizations in your industry by your return on equity.
SUMMARY
This relationship generally applies regardless of the industry in which an organization competes; however, the line itself can move up or down depending on the economy and outlook of the industry in question. To estimate your market value, simply multiply the premium shown on the y-axis times your book value (shareholder's equity account).
ENDNOTES
Moving directly from the actual ABC Company point to the industry regression line, ABC Company's market value-to-book ratio increases from about 2.8 to over 4.0. It enables everyone in your organization to work together to achieve common goals in a disciplined, compassionate and effective way.
DISCOVER IMPORTANCE OF VALUE
When the organization generates net positive cash flows over time, it creates value. Accordingly, the basic goal of the organization from a value perspective is to generate cash flow.
MASTER DISCOUNTED CASH FLOW
At the end of the growth period, the organization still has value, which is called its terminal value. This allows an end value for the organization to be calculated and then discounted to present value and added to the present value of the temporary cash flows.
UNDERSTAND VALUE DRIVERS
The key driver for service organizations is generally labor (ie the assets go home at night). The key drivers of fixed capital investment again depend to a large extent on the nature of the organization.
DETERMINE COST OF CAPITAL
Consequently, the cost of debt in which you would be most interested would be that of the likely buyer of the organization. The only new variable one needs to calculate the weighted cost of capital is the debt-to-equity ratio.
CALCULATE CURRENT ORGANIZATION VALUE
All the inputs necessary to calculate five years' future cash flows for ABC Company are contained in the historical figures and analyzes thereof, which appear in Appendix 2.4. The discount rate used to arrive at the present value of the organization is the weighted cost of capital, as described in this chapter's "Determine the cost of capital." The formulas involved are clearly stated in this section, and the inputs are, as mentioned, readily available.
REVIEW PLANNING FUNDAMENTALS
It can also be performed at any level of the organization or at any level of detail desired. This of course applies to cash flows that can be generated by one part of the organization and used by another at any given time.
IDENTIFY STAKEHOLDERS
In addition to government, other unwanted but necessary external stakeholders with the potential to affect your organization's health may include unions and common carriers. Some managements include these important contributors to the organization's success in the internal partner world and seek their views and value their input in making important decisions.
GATHER ADDITIONAL INFORMATION
Then ask the following question: "Which categories could have a major impact on the success or failure of our organization?" Once this list of categories is constructed and approved, place the name of each category on the left side of a two-column table titled Stakeholders. The heading of the right column should be "Needs to be filled". The last stage of the process is to discuss and identify the main needs or needs for each selected stakeholder and record them in the right column. There must be a large enough source base of prospects and customers to account for the inevitable early hang-up syndrome—the interviewee hangs up.
DEFINE FACTORS FOR SUCCESS
In the left column, list 10 factors that are critical to our success over the next five years. In the middle column, answer the question: "How critical is this factor to our success?" for each factor by ranking it high (very important), medium (moderately important) or low (not very important).
IDENTIFY BARRIERS TO SUCCESS
A sense of global thinking and a better understanding of the role and techniques of planning allow you to take the next step and create the strategic framework described in the next chapter. Holding planning meetings off-site also has the added benefit of physically freeing participants from the possibility of work-related interruptions or psychological reminders of the usual routine.
CHAPTER
REVIEW FRAMEWORK RELEVANCE
DISCOVER THE PROCESS
The strategic framework, when created in a workshop environment, with all key members of management. A mission statement of the organization's vision for the future, its core values and its primary purposes.
LAY THE FOUNDATION
Once the mission is set, it should be timeless and provide a lasting base upon which the organization can build. This way, the team can more quickly identify the key value areas that are important to the organization and further refine them as needed to incorporate into the mission statement.
DETERMINE NICHE POSITIONS AND GOALS
The iterative nature of the process is important to achieve buy-in from all involved. Together, with the niches, they should fully describe the state and time when the achievement of the mission (in the future four to ten years) is complete.
EVALUATE MISSION, NICHES, AND GOALS
Key areas in which goal statements are developed tend to be driven by the content of the mission. Then strategies are identified which, if successful, can help in achieving the goals.
UNDERSTAND STRATEGIC THINKING
Each is essential to the survival of the organization, and accordingly, all must be considered when thinking strategically about the organization. If one part of the organization is experiencing success while another is failing, it may not be able to sustain itself in the future.
DEVELOP OBJECTIVES
When the team is satisfied with the updated version of the mission and strategic goals, it's time to start creating possible objectives for each strategic goal. However, before completing a final first draft of a set of objectives for any strategic goal, it is worth reviewing more fully what makes a good objective.
DEVELOP STRATEGIES
Although both the left brain (analytical, linear, quantitative thinking) and right brain (intuitive, creative, qualitative thinking) of each participant must be involved, the emphasis here is on the right brain. At this point, they can begin to prioritize and make suggestions about which strategies to choose.
SELECT VALUE-MAXIMIZING STRATEGIES
It is important to point out that the impact of the objectives does not include the costs associated with the strategies. When executed successfully, these strategies should assist in achieving the critical pair of goals that in turn move the organization toward strategic goal and mission achievement.
REVIEW THE SELECTED STRATEGIES
UNDERSTAND THE METHODOLOGY
Note in Exhibit 6.1 that the total income in the starting year (year 0 - the year before that in which. Again, for clarity, line items for the two new sources of income are shown as line items in the operating income sections.
QUANTIFY THE SELECTED STRATEGIES
- New Devices
- Operating Profit Margin
- New Designs
- Parts
Based on these efforts, ABC Company expects to introduce two new devices in year 1, and then four devices each in years 2 through 5. Accordingly, the costs associated with this strategy will increase from one in year 1 to two in year 2 to three. in years 3 to 5.
CALCULATE REVISED CASE VALUE
- Income Statement
- Cash Flow Statement
- Discount Rate
- Cash Flow Value
- Ending Value
- Revised Case Value
To calculate the present value of the cash flows derived in the previous step, a discount rate is required. By applying the 14% discount rate from the previous step to the cash flow statement of Step 2 (Exhibit 6.7), it is possible to calculate the cumulative present value of the five-year cash flows associated with the Revised Case.
MEASURE VALUE ENHANCEMENT
By this time, the iterative nature of the overall process should be second nature to the participants. Once the revised framework is completed, it should be presented again to the members of the organization.
PLAN IMPLEMENTATION
Is the organization's leader firmly behind the execution of action plans in both words and actions. The organization must also balance the execution of action plans related to products and markets with those involving the various support functions.
EMBRACE CHANGE
The challenge for the organization is to deal with both simultaneously, ensuring that actions taken in one arena reflect changes occurring in the other. Decisions made at every level of the organization that are consistent with its overall vision will move it in the desired direction.
