Develop value to become a future-fit organisation and a force for good

“Develop Value” is the third phase of the SGA transformation journey. This phase is all about a corporation’s outcome, resulting from the value its organisation is able to develop for any of its stakeholders, e.g. for employees, customers, shareholders, suppliers, consumers, local communities, policy makers and so on. With different lenses we recognise a multitude of values being developed. Traditionally, we look at earnings, intellectual property, operational assets, product and service portfolios, brands and channels. However, only the values that are recognised by the (external) stakeholders determine the absolute value developed, which is why a systems view must be applied in anything an organisation develops. We are witnessing an acceleration of customer and consumer awareness, the exponential creation of alternative solutions and business models, and increasing demand for transparency and compliance. Therefore, value-developing organisations must continuously respond to contextual changes in order to become and remain fit for the future. Core questions to be answered when developing a value-creating organisation:

  • WHY do we need to change?
  • WHY is it so important to anchor purpose at all levels of your organisation?
  • WHO has and will have a key role in developing value?
  • WHERE in the organisation will effective change deliver optimal value development?
  • WHAT is required to create maximum value with and for your stakeholders?
  • HOW can your key stakeholders be (actively) integrated into your journey towards future-fitness?
  • HOW can you contribute to a thriving economy, society and environment in the long-term and motivate others to choose the same pathway?

In this phase, we support your commitment to initiatives and ambitions by developing your capabilities and capacities for accelerating and scaling-up towards future-fitness.

The six dimensions

Looking at an organisation through the systems lens, we recognise six interdependent core dimensions. Although all of them are interrelated, some of them are more dominant than others, and some can be (influenced and) developed directly, others not.

The six dimensions of an organisation: Governance & leadership, products & services, processes, communication, DNA & culture, and finance.
© Sustainable Growth Associates GmbH

Governance & Leadership

Governance is defined as the design of structures, processes and responsibilities for controlling and directing a corporation in its overall existence. This includes, for example, the setting and supervising of rules and methods for decision-making, the commitment to strategic directions, the management of performance and progress with it, the management of risks, and the allocation of organisational roles and responsibilities. All this has to happen within the social, environmental and regulatory context. Leadership is the ability of an individual to guide, empower and coach other individuals, teams or organisations to accomplish tasks, fulfil objectives and deliver solutions or values. Governance & leadership are not exclusive to top management, but a collective dimension and/or function of the organisation.

Products & Services

The core of a company’s business model is represented by its products and services. Therefore, the company mobilises internal and external resources to fulfil customer demands and to generate value to the top line. The company thus provides the basis for its financial condition.

Processes

This dimension describes how values are created within an organisation. The key value-creating processes in the epicentre of process landscapes are: producing, marketing, selling and delivering solutions for driving revenue and bottom line, and: researching, developing and engineering solutions for building assets. Furthermore, management and support processes are required to ensure an effective and efficient flow of the key value-creating processes.

Communication

Engaging with all external stakeholders is fundamental for capitalising on the developed value. Since the demand for transparency is increasing and all aspects of engagement are connected, be it with prospective customers, key accounts, users, policy-makers, authorities, suppliers or share-holders, the communication content and the corporate language must correspond to the value created within the organisation.

DNA & Culture

This dimension includes the values and behaviours of all people engaged in an organisation, thus shaping a specific social and psychological environment. The culture of an organisation is a product of a complex system that arises for a multitude of reasons, e.g. current leadership styles and standards, and the origin of the organisation. However, the fundamental base is the mix of individuals with their respective inner values. A culture is established when at least two persons form an alliance.

Finance

Monetary flows, financial resources and the funding of activities in a corporation are fundamental for securing the future-fitness of an organisation. The financials are a result of the other dimensions and at the same time an important resource provider for continued development of value.

All six dimensions/functions are intimately interdependent. When being strategic on where to drive change, it generally makes sense to put a focus on the development of governance systems and leadership capability, and on implementing the right process standards so as to be able to create value. As the organisational culture is very significant but not easily changed, it is crucial to understand the gaps between the current state and the desired future position, even if direct strategic actions concerning culture seldom yield quick gains and progress is complex to measure.

When you have got a grip on these three dominant dimensions, the consequences will be effectiveness and efficiency in the development of attractive value propositions, products and services, for which the narratives will be authentically communicated to external stakeholders. If the organisation’s dimensions work well together, finance will mirror the results and be able to provide the corresponding resources for a continued journey towards future-fitness. While the system context is the base for an organisation’s defined purpose, its pathway to future-fitness is determined by the level of strategic innovation capabilities and broad existence of leadership.

Develop Value – Selected Services

Leadership Development

Individual approach and procedure. Please get in touch with us.

Value Creation Process Development

Individual approach and procedure. Please get in touch with us.

Performance Monitoring and Management

Individual approach and procedure. Please get in touch with us.

Innovation Management Development

Individual approach and procedure. Please get in touch with us.

Business Model Innovation

Individual approach and procedure. Please get in touch with us.

CSR Reporting

Individual approach and procedure. Please get in touch with us.

Dirk Uhlemann

Managing Partner
+49 (89) 2123121-11

Rüdiger Röhrig

Managing Partner
+49 89 2123121-12