The world is changing fast and is getting more complex every day. IT innovations and a changing political landscape forces companies to re-think their long-term strategies, but also dealing with complexity and the expectations of a new generation about sustainability requires a new way of managing the day of tomorrow.
We are still almost flying blind when it comes to confidently foreseeing a company’s future performance. As a result, many companies play it safe and step in the trap of short term thinking and profit maximization.
Most management teams and boards are still applying traditional, reactive, short-term profit focussed methods which have a limited and temporary impact and will destroy value creation in the long term. This way of managing a business does not work any longer in the world of tomorrow.
In the day after tomorrow, companies are expected to manage complexity, create long term value and have a purpose that contributes to a better society people live in. However, this also means that profit maximization cannot be the main goal. Purpose is not a lip-service or marketing campaign; it is a company’s fundamental reason for being – what it does every day to create value for its stakeholders. Purpose is not the sole pursuit of profits but the dynamic force for achieving them. Purpose-driven companies have a value-based culture that creates viability to balance profit with purpose to achieve long term value creation.
Purpose and profit can go hand in hand, but it requires dynamic resource allocation to create viability, and a new perspective on how to manage long term value creation.
Dynamic Resource Allocation based on insights from Complexity Science can correct for a systematic error in the way we manage value creation today. New information will become available that can be measured and incorporated into valuation models. It gives you information and analytical advantages to make sustainable and better investment decisions.
Purpose driven people
The corporate world in London and the offshore-industry has served as my living lab to study, measure and operate the dynamic forces of companies that drive or destroy purpose and long term value creation. The model is practical and tested in companies that operate in changing
Many people contributed and provided feedback on the model. What all these people have in common is that they are purpose- driven and open-minded to a new way of thinking.