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STAGE.2 COMPANY OPERATIONAL DIAGNOSIS USING EV DIAGNOSTIC MEASURES
A major feature of EV is that for the first time for most companies it is possible to measure accurately how effectively the company is converting its 2 core investments of Capital and People's time into additional wealth. As a result of a major survey of companies a range of the values of the key measures is available for most types of companies. This means that it is possible to see how your company rates for the key Value Added ratios derived from Added Value Contribution Accounting. The latter provides the very best of known measures for items such as Capital and People Productivities.
These Value Added measures also indicate clearly for the first time whether Product Development is more important for the company in the short term rather than for example People Productivity. In other words they measure for the next year what is the number one development priority for your company. Can you accurately do this at the moment with 'Current' Management? The answer is a clear no for every company using 'Current' Management we have encountered to-date!
The second set of measures determines whether you have the internal capability to rapidly increase your financial and business performances. Sometimes the answer is no and in this case the recommendation is usually either to rapidly get into another type of business in terms of products and Services supplied to customers or sell your company!
If the answer to the second set is positive then the next, third set of measures determines what you have to put into place, in order of priority, to rapidly improve your company's financial performance. The combination of these 3 sets of diagnostic measures are a major exciting development for senior managers in the ability to carry out controlled precisely targeted company developments and know in advance the financial impact of adding on new skills and methods.
Go to 3. Modifying current management methods and skills
These Value Added measures also indicate clearly for the first time whether Product Development is more important for the company in the short term rather than for example People Productivity. In other words they measure for the next year what is the number one development priority for your company. Can you accurately do this at the moment with 'Current' Management? The answer is a clear no for every company using 'Current' Management we have encountered to-date!
The second set of measures determines whether you have the internal capability to rapidly increase your financial and business performances. Sometimes the answer is no and in this case the recommendation is usually either to rapidly get into another type of business in terms of products and Services supplied to customers or sell your company!
If the answer to the second set is positive then the next, third set of measures determines what you have to put into place, in order of priority, to rapidly improve your company's financial performance. The combination of these 3 sets of diagnostic measures are a major exciting development for senior managers in the ability to carry out controlled precisely targeted company developments and know in advance the financial impact of adding on new skills and methods.
Go to 3. Modifying current management methods and skills
"HOW TO BRIDGE FROM OUT-DATED CURRENT MANAGEMENT TO MODERN EV MANAGEMENT"
