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BEST PRACTICE
Viewpoint: The Invisible Advantage by Jonathan Low and Pam Cohen Kalafut
In 1995 Sir John Browne took over the struggling oil giant BP and launched a series of dramatic moves that catapulted BP into a leadership position in the oil industry. He acquired Amoco and Atlantic-Richfield Co. and invested in innovative deepwater drilling which enabled BP to bring wells online faster. See Daniel Fisher, How Sir John Browne Turned BP Amoco into the Hottest Prospect in the Oil Patch, Forbes, April 2 2001. Finally, Browne has actively managed BPs brand and reputation by taking a strong environmental positionfocusing on reducing emissions and investing in cleaner forms of petrol. See Janet Guyon, A Big-Oil Man Gets Religion, Fortune, March 6 2000. Procter and Gamble has beaten Wall Streets revised expectations eight quarters in a row by instituting a back to basics strategy. Instead of developing and marketing new products P&G is focusing on the top twelve brands they already produce. A series of budget cuts and project realignment have yielded two billion dollars in savings in just over two years. See Katrina Brooker and Julie Schlosser, The UnC.E.O.; A. G. Lafley Doesnt Over Promise. He doesnt believe in the Vision Thing. All Hes Done Is Turn Around P&G in 27 months, Fortune, 16 September 2002. In 1989 Toyota challenged the luxury automobile business by introducing the Lexus. Just five months after its introduction, the Lexus LS 400 was named Best Imported Car of the Year by the Motoring Press Association. Lexus has garnered nearly every excellence award in the car industry several times over. It has built a brand name synonymous with superior quality, performance, and customer satisfaction, and has experienced 13 consecutive months of record sales. Jean Halliday and Alice Z. Cuneo. Lexus Eyes Brand I.D. Consultant, Advertising Age, July 9 2001. The $40 billion French Company LVMH Moet-Hennessey Louis Vuitton S.A. has used a multicultural approach to procure ideas and talent. The firm ventures outside France to cultivate and attract the best and brightest human capital and institutes a value system approach to indoctrinate employees. It even hired an orchestra director to show managers how to gather many different talents into one cohesive group. LVMH has developed a climate that encourages bold and innovative leadership. It has also entered into partnership with a school in France that focuses on training individuals in luxury brands and serves as an incubator for the company. See Concept Lanciaux, Building Brand Through People: LVMHs Luxury Talent, The Cap Gemini Ernst & Young Center for Business Innovation Perspective on Business Innovation: Valuing Intangibles, November 2001.
Leadership, strategy execution, brand, human capital: these are the currencies in todays marketplace. Value is no longer created solely or even primarily by the corporate behemoths of the industrial era. People and their ideas are the most significant drivers of wealth creation in the new global economy. While the dot-com bubble may have fuelled false hopes and the dream of easy money proved illusory, an important underlying trend remains: traditional measures of success tied to such factors as value of assets and number of employees, like other standards of size or quantity, may, in fact, signal weakness rather than strength. Whether it is an Internet start-up or a Fortune 500 corporation, a companys intangible assets are essential to its success.
leaders to consider the impact of their actions on the capital markets assessment of intangibles like leadership, brand, human capital and, of course, reputation. In order to understand the growing importance of intangibles for stock exchange analysts and investors, the CBI conducted a 6-year research projectMeasures that Matter Value Creation Index Cap Gemini Ernst & Young Center for Business Innovation, 1999. That involved examining existing material on intangibles as well as interviewing hundreds of portfolio managers and examining about 300 investment reports. There are 12 key measures that we identified from our research and that consistently came up both in our own research and that of others: 1. Leadership: Management capabilities and experience, and the leaderships vision for the future. 2. Strategy Execution: Does management do what it says it will do? 3. Communication and Transparency: Does management communicate honestly and openly? Are its communications believed and trusted? Does it hold itself accountable? 4. Brand Equity: Strength of market position. The ability to expand the market and develop customer relationships, satisfaction, and loyalty. 5. Reputation: How is the company viewed globally? Where does it stand with regard to such things as environmental concerns, community concerns, regulators concerns, inclusion in most admired company lists, and the triple bottom line (a framework for corporate performance measurement based on economic, social, and environmental factors). 6. Alliances and Networks: Supply chain relationships; strategic alliances; partnerships. In a technologically driven global economy, few, if any, companies can afford to go at it alone. 7. Technology and Processes: I.T. capabilities; inventory management; turnaround times; flexibility; re-engineering; quality; internal transparency. 8. Human Capital: Talent acquisition; workforce retention; employee relations; compensation. 9. Workplace Organization and Culture: What makes a company a great place to work. Teams, employee involvement, etc. 10. Innovation: Ability to innovate; the R&D pipeline; flexibility; effectiveness of new-product development; knowledge creation and use. 11. Intellectual Capital: Patents; know-how; business secrets: the value of ideas in the intangibles economy. 12. Adaptability: The ability to evolve with the marketplace and change in order to prevail over those that cannot.
It is important to understand that the market is already measuring intangible assets whether you like it or not. Now, it is necessary to understand and manage these intangibles on an industry level as well as a company level.
Parting Thoughts
There is considerable unseen and unrecognized valuean invisible advantagein the ideas and people who make up an organization. Many different establishments can benefit from the identification, measurement, and management of the kinds of intangibles we have highlighted. A growing acknowledgement of the beneficial power of good corporate governance has stimulated this movement, and will continue to do so. People at all levels can contribute to the understanding and management of the intangibles that, increasingly, will determine their organization future. We recognize that there are no easy or final answers. But we believe that whatever you do in this realm will be an improvement on the incomplete and frequently misleading picture painted by traditional financial measures. The legendary economist John Maynard Keynes once said, I would rather be vaguely right than precisely wrong. We agree.