E no seu caso?

Algo que acontece com alguma frequência nas empresas, iludidas pelos números das vendas:

"Our largest customer was among our least profitable. Indeed, customers in the middle of the pack, which didn’t demand substantial resources, were more profitable than the giant we fawned over.
What happened? We made a mistake that’s exceedingly common in business: We measured the wrong thing. The statistic we relied on to assess our performance—revenues—was disconnected from our overall objective of profitability. As a result, our strategic and resource allocation decisions didn’t support that goal.
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The authors’ survey of 157 companies showed that only 23% had done extensive modeling to determine the causes of the effects they were measuring. The researchers suggest that at least 70% of the companies they surveyed didn’t consider a nonfinancial measure’s persistence or its predictive value. Nearly a decade later, most companies still fail to link cause and effect in their choice of nonfinancial statistics.
But the news is not all bad. Ittner and Larcker did find that companies that bothered to measure a nonfinancial factor—and to verify that it had some real effect—earned returns on equity that were about 1.5 times greater than those of companies that didn’t take those steps.
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companies that make proper links between nonfinancial measures and value creation stand a better chance of improving results."

E a sua empresa, tem um mapa da estratégia?

Relaciona indicadores financeiros e não-financeiros através de um conjunto de relações de causa efeito que traduz a estratégia?

"companies that make proper links between nonfinancial measures and value creation stand a better chance of improving results"

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Trechos retirados de "The True Measures of Success"

Fitness landscapes (parte I)

"Evolutionary biologists originally developed fitness landscapes to help them understand evolution - in particular, how a species increases its fitness. Along the way, the framework has spawned useful ideas for corporate strategists. What does a fitness landscape look like? Envision a large grid, with each point representing a different strategy that a species (or a company) can pursue. Further imagine that the height of each point depicts fitness. Peaks represent high fitness, and valleys represent low fitness. From a company’s perspective, fitness equals value-creation potential. Each company operates in a landscape full of high-return peaks and value-destructive valleys. The topology of the landscape depends on the industry characteristics.[Moi ici: E está sujeita a variações maiores ou menores de forma repentina e não esperada, por vezes]
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As Darwin noted, improving fitness is not about strength or smarts but rather about becoming more and more suited to your environment - in a word, adaptability. Better fitness requires generating options and “choosing” the “best” ones. In nature, recombination and mutation generate species diversity, and natural selection assures that the most suitable options survive. For companies, adaptability is about formulating and executing value-creating strategies with a goal of generating the highest possible long-term returns.
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Since a fitness landscape can have lots of peaks and valleys, even if a species reaches a peak (a local optimum), it may not be at the highest peak (global optimum). To get to a higher altitude, a species may have to reduce its fitness in the near term to improve its fitness in the long term. [Moi ici: Stressors are information. Isto é o que mete medo aos políticos...]
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Fitness landscapes are a rich way to think about businesses. For any individual company, you have to answer two questions. First, what does the fitness landscape look like from the company’s perspective? Of course, not only are a company’s decisions influenced by its fitness landscape, but the decisions themselves help define the landscape. Second, is the company pursuing the right strategies to improve its fitness (i.e., economic value) over time given its landscape?
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It’s important to note, though, that you can’t focus solely on the evolution of one company or industry because of the central role of coevolution. Actions trigger reactions. Sometimes companies cooperate with one another, sometimes they conflict. Nothing happens in a void—companies are always jockeying to improve their position. Further, the more dynamic the fitness landscape, the greater the necessary rate of adaptation."

Continua

Trechos retirados de "More than you know : finding financial wisdom in unconventional places" de
Michael J. Mauboussin.