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Promoters Value Solutions

Promoters realize organizational and shareholder value when they focus fundamentals! Culture to perform to culture to learn, contribute, add value and enhance shareholder value is an organizational expectation for the individuals of the future. Individuals in doing their learning and contribution would seek fundamental and basic experiences. Not rocket science demands. A place to work, a working infrastructure, learn as they go along and spend time, an opportunity to create, feel a sense of identity on what they have created and eventually believe that all that they have done has impacted the shareholder.

Outsiders think Silicon Valley as a success story

"but in truth, it is a graveyard. Failure is Silicon Valley's greatest strength. Every initial product or enterprise is a lesson stored in the collective memory of the country"

Mike Malone - Silicon Valley

Building a Business Model

Companies need to be thinking about how the changes associated with a sharing economy are going to affect their business models. The sharing economy, which is sometimes called the collaborative economy or the on-demand economy, started out as a way for consumers to pay to temporarily access or share products and services rather than buying or owning them. Today, it’s really a broad and emerging economic system with five characteristics. One is that it’s market-based, meaning that there is some sort of digitally enabled market that enables the exchange of goods and the emergence of new services.

Gerald C. Kane

Business Models that Rock

"Successful platform companies and competitors see their customers and clients as assets worthy of innovative investment. Yes, treat customers very, very well, but invest smartly to make them even better"

Michael Schrage in MIT SMR

Governance Promoters Convergence

A comprehensive Governance Framework facilitates implementation of a robust review mechanism and promotes transparency in decision making

An empowered and transparent Corporate Governance Structure formalizes formalization review and monitoring mechanism

Governance structure is based on two principles

Management must have the executive freedom to drive the enterprise forward without undue restraints; and

This freedom of management should be exercised within a framework of effective accountability

Promoters Priority

Promoters are often distracted by wasted priorities. Simplifiying high level thinking to meaningful implementation parts is a useful first step. Learning to stick to what matters for now and near term simply makes it easy for promoters to get things fixed for now while concurrently building the organization towards medium and long term. 

In carrying out their functions, corporate directors must fulfill fiduciary duties of care, loyalty, and good faith. Boards may delegate the day-to-day management of the company to the CEO and other senior management, but board members retain responsibilities for oversight and monitoring of any delegated functions.

Conference Board

How do you wish to be Perceived?

Promoters have a choice! The way they would like their stakeholders, be it Customers or Clients, Shareholders, Staff, Investors, Competition to see them!

Promoter Directors

"As directors, you must think of your shareholders as  co owners along with you. A top priority in the boardroom should be to know who your shareholders are and to make sure their interests are effectively represented in the company’s business strategy.”"

John C. Wilcox, Chairman, Sodali Ltd.;

Organizational Challenges

Challenges that confront organizations can be many. But slotting them in simple buckets helps you focus on what needs to be done. These are no different no matter what may be a new fangled jargon practiced today. Strategic Issues, Process & productivity priorities, Technology Thinking, People Vision and Cultural Influences. Keeping to these 5 boxes is more than sufficient. Anything done in an organization can be a part of these to help you focus.

Ownership and Management

"The increased level of accountability of top executives,

who are now required to certify compliance with stock

exchange listing standards on corporate governance as

well as the effectiveness of internal control and

disclosure procedures. Even though they do not get

involved in the operational details, promoter directors now are

expected to provide oversight of the procedure design

and implementation"

Conference Board

Keeping an Open Mind

We will help you articulate not just your Vision or Purpose but will help you identify strategic objectives, critical success factors, capabilities required and the method to source them cost effectively

A strong and effective board of directors should have a clear view of its role in relationship to management. How the board organizes itself and structures its processes will vary with the nature of the business, business strategy, the size and maturity of the company, and the talents and personalities of the CEO and directors. Circumstances particular to the corporate culture may also influence the board’s role. The board focuses principally on guidance and strategic issues, the selection of the CEO and other senior executives, risk oversight and performance assessment, and adherence to legal requirements. Management implements the business strategy and runs the company’s day-to-day operations with the goal of increasing shareholder value for the long term.

Conference Board

Business Questions Promoters Should Ask

Which segments of the workforce create the value for which we are most rewarded in the marketplace?
Which areas of our business will be most impacted by impending waves of retirement? What are we doing to prepare successors? What impact will anticipated retirement have on the skills and productivity necessary to meet future demand?
In what areas is the talent market heating up (i.e., demand will outpace supply)? Which segments of our workforce will be most impacted? What are the potential top-line and bottom-line implications?
What skills will we need over the next five years that we don’t currently possess? How will we create that capacity? What happens to our business if we don’t?
What is our turnover within critical areas? How much is it costing us? In customers? In productivity? In innovation? In quality? What are we doing to resolve the root cause?
Are we actively developing talent portfolios or workforce plans that will help us to understand and communicate the financial consequences of talent decisions on our business?
What performance measures would we need to build into the system?
What culture would we establish to nurture talent? How would we engage our employees to align with organizational goals and purpose while meeting with their individual aspirations and dreams?
How would we demonstrate our organizational DNA? Why should we establish processes that enable us to build or transform an organization for tomorrow
Finally, do we have leaders who can lead our businesses of tomorrow?
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