Sales Velocity Partners
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Business Effectiveness Challenges
The primary Challenge today is that Business Leaders need to be worried about producing and maintaining value in an extremely contested and ever changing global climate. They must meet these and other business challenges while demonstrating true leadership by focusing on:
Convergence with Technology Businesses are desperately trying to incorporate technological changes. The winners will be those companies who manage change to combine state-of-the-art technology with a clear vision of the future in order to: Create additional revenue while maintaining current profit margins. Adopt improved Business Intelligence without getting lost in the data. Create flexible computer infrastructure and improve security. Look for trusted partnerships who value what you have built. Facilitate innovation without additional risk.
Insuring a Sustainable Business The juxtaposition of economic interests against social and environmental concerns Responsible Corporate Citizenry - has moved to the top of corporation's public agenda. The company's Leaders focus on finding the correct balance among competing economic, social, and environmental goals is paramount. Considerable demands of time and resources will be required regarding: Social responsibility design and deployment. Assurance of non-financial information. Issues concerning environmental The corporate reputation. Supply-chain management.
Closing New Business Companies need access to the right information at the right time. Their strategies have got to be flexible, aggressive and broad enough to prepare for the challenges that will confront the company as they move down the path toward the reaching of agreement on their new deals? Tax issues, legal risks, conflicts of interest, market fluctuations all need to be taken into account with each decision. An Organization has a need to extract the maximum value from their transactions in matters such as: Accessing the capital markets. Acquisitions, joint ventures, and alliances. Privatizations and Public/Private Partnerships. Accounting, reporting and risk issues. Human Resource needs.
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Sales Velocity Partners
www.salesvelocitypartners.com
Improving Business Performance Today's Corporate Value is formed through relationships with partners, suppliers, customers, regulators and stakeholders. Success depends on collaboration with the outside and no longer just within your organization. You need to draw on building new skills in finance, risk, people, operations and technology to make change work. Focus must be on: Ensure you are getting value from the right deals. Realize the intended benefits of outsourcing. Derive benefit from risk management and compliance activities. Capitalize on the convergence of technologies. Drive and manage growth.
Managing People Where, how, and for whom, people work is transforming company structures and its HR leaders are under more pressure than ever to demonstrate results from their workforce practices and policies. Business leaders need to recognize the link between business performance and the people within their organization understanding that people-related issues need to be at the heart of the agenda. HR managers are being encouraged to implement people strategies that support the organization's business objectives and increase accountability and transparency for such things as: Attracting, motivating, and retaining employees HR benchmarking and measurement Employee benefits and compensation programs including pensions Executive compensation and HR governance Global work force mobility and expatriate planning Transaction-related human resource issues HR function effectiveness and service delivery
Managing Risk Businesses can adjust for risks through a variety of conventional mechanisms and strategies. Risk management is now viewed as an integral component of how organizations are governed and how they comply with the external rules of the sectors and territories they do business in. With the appropriate framework, companies are better able to determine the level of risk they can, or want to accept, as they seek to build shareholder value and: Make risk based decisions from well developed risk-related planning processes. Analyze the level of risk associated with strategies and objectives of the business. Respond to regulations and conformance requirements and monitor outcomes. Identify, assess, and manage the level of political risk inherent in a company's activities.
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Sales Velocity Partners
www.salesvelocitypartners.com
Reducing Costs Developing a cost-reduction strategy that maximizes efficiency without compromising growth potential is a proposition rife with pitfalls. You need to identify core areas where efficiency can be improved, trim and consolidate non-core functions, and reinvest the savings in critical business assets. Whatever route you take, you must precede with caution concerning: Cost and structure of capital and Taxes Benefits and compensation programs IT - effectiveness Off-Shoring and Outsourcing
Reporting Performance Regulations, new standards, and the continuing proliferation of guidance with the regulations relating to ‘narrative’ reporting accompanying financial statements. Organizations must also provide a fully transparent view of the company’s health and prospects. Investors also want companies to report on a broad set of non-financial measures, which, combined with financial reporting, might provide a better basis for judging corporate performance. The focus must include at a minimum: Compliance with regulations and laws Dealing with regulators International Financial Reporting Standards (IFRS) requirements Environmental, safety, and social responsibility issues Sarbanes-Oxley Transparency and increased disclosure Transaction accounting and reporting Understanding trends in corporate reporting
Responding to Change Change is complex because of the interdependencies between the stakeholders, the organization, its’ people and supporting technologies. Any change in one aspect is likely to affect one or more of the others. The aspects of business change, such as changing behaviors, gaining buy-in of the staff, managing transfers into and out of organizations and providing training at the right time, are critical to achieving the desired outcomes facing the: Need to develop people-driven and processes to guide the organization. Success endangered by uncertainty regarding how to manage stakeholders impacted by change. Assistance in managing people development and ensuring that appropriate skills are developed. Need to position the organization's culture to ensure positive attitudes towards change. Lack of control and co-ordination of activities required to manage projects successfully. Lack of the tools and templates to support projects and achieve successful outcomes.
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Sales Velocity Partners
www.salesvelocitypartners.com
Strengthening Corporate Governance Compliance Companies often find it difficult to fully comprehend the total cost of compliance. Leaders see the potential for costs to escalate without realizing the full benefit of such investment. This has heightened the focus on transparency, as well as an increased need to provide accurate and periodic reporting of issues, events and certifications that affects the need to: Comply with Sarbanes-Oxley 404 requirements Advise on Board and management performance and accountability Embed governance into the organization Reduce the incidents of failure Identify and address complaints and breaches of legislation processes Achieve greater value for compliance spend Improve stakeholder and regulator relationships and communication
Managing Crisis A crisis can trigger serious financial problems and downturns. Changing markets and competitors, outmoded technology, strategic errors or regulatory investigations can all put sound businesses at risk of underperformance, declining earnings, and liquidity and cashflow blockages. Left alone, the results of any of these crises can be extremely serious, and sometimes often irreversible. It can also unleash a host of non-financial challenges such as: lack of confidence and pressure from stakeholders, suppliers and customers; regulatory scrutiny; demoralization of staff; and reputational damage.
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