Guy Kawasaki, the entrepreneur extraordinaire, tweeted with an inference that there were immutable laws of market leadership. I would like to think so. It would be a great benefit to The Sage Group and our clients if there was a prescription for leadership that was unchangeable.
The same would apply to organizational value. If only there was a template that guaranteed corporate performance and, more importantly, long term corporate value.
At Sage we would like to think there is something that is predictable, that once executed, could guarantee ‘value’. I have come to believe that it is a way of seeing, hearing, interpreting, and acting. We call this: ‘The Path to Value™’. We like to think there is way to extract ‘data’ from an ecosystem, create a context and structure for that data that becomes ‘information’ and provide a comparative analysis that creates new insights or ‘intelligence’. From there we can create execution models that are consistently monitored and measured that will tell us, predictably, how our value strategy is progressing.
We had a group of executives that came from a variety of market sectors (Venture Capital and Private Equity, Mobility, SaaS, Wealth Management, Bio-Tech, and Marketing Research and Communications) sit down with us to discuss the changing nature of intellectual property (IP) and how it is impacting corporate performance both from a market strategy and investor value perspective.
IP is rarely understood by executive leadership teams. And with technology and market models changing, the traditional perspectives on IP can create not only corporate value degradation but market damage as well. Behavioral insights like this are not to be found in text books, but in a field of inquiry that doesn’t solely rely on the past or the pundits predictions of the future, but on the truth that comes from applying a critical eye to the symbiotic relationships with an ecosystem.
Is Value Immutable? I hope not. At the end of the day we want to help owners and investors find the strategic value no one else expected.