Focusing on future customers, revenue, cash flow, capital asset and intellectual capital management.
Many performance systems, metrics and measures are geared to needs of organisational models that have been over-taken and replaced in this post-digital age. But are these new models designed to provide the right incentives for growth that business leaders are looking for?
Businesses create real wealth by managing growth in intangible assets and intellectual capital that drive revenue, cash flow, margin and Return on Invested Capital (ROIC). The most valuable assets that companies have are often intangible like brand, know-how, patents, customer relationships, innovation capability and customer insight. These assets are the product of peoples efforts and customers. As business leaders look to 'front-end', customer and market facing operations to increase returns they are also seeking a balanced perspective on short and longer term value generation. That is revenue, cash flow, margin, intangible and intellectual capital value and more specifically the profitability per person (FTE) and capital value per customer.
Improvement services for a post-digital age
Customer and market facing operations are increasingly driven by fact-based insight, data and analytics. In a post-digital age there is no shortage of metrics and measures and vast array of data and analysis. And, more advanced analytics, artificial intelligence and machine learning will inevitably transform performance systems beyond current comprehension.
While these tools, analysis and systems are useful, there are some fundamental challenges to overcome. All too often operational focus is on more tactical or functionally specific performance, metrics and measures, lead generation, web traffic, search engine ranking, win ratios and NPS. All of these insights have a role to play in improving performance but without clearer balanced, business focused metrics and measures, any performance system will potentially be misdirected.
Adaptomy uses tools like Unified Commercial Engine DNA to understand commercial and customer value contribution, that is how specific strategic and tactical disciplines drive revenue, cash flow, margin, intangible asset and intellectual capital. We continue to work with clients to develop new metrics and measures for a post-digital age that maintain clear focus on commercial outcomes, differential advantage and customer economic and emotional value.
Our aim is to establish a range of balanced, business relevant metrics and measures that drive performance improvement in customer and market facing operations, re-connect business, marketing and sales agendas and help integrate shorter and longer term outcomes. These include developing unit economics and capital management systems, measures of profitability per person, capital value per customer, ways to quantify differential advantage, customer economic value and brand effectiveness.
Learn more about our tools, approaches and how we work with you.
New tools and road-maps to unify and improve commercial operations
Learn how clients are using our Unified Commercial Engine DNA models and its supporting tools to systematically re-engineer 'front end' operations and build new capability.
New approaches and packages to avoid the pitfalls of orthodox transformation
Discover how we are helping clients embrace change through modular packaged programmes delivered at a cadence that ensures teams can adapt to, and 'own' transformation.
How we work with you, our operating principles and leadership
Discover how we operate, why we think evidence and systematic approaches are important and how these approaches need to reflect the human aspects of change and transformation.