Posts Tagged ‘risk’

Brexit Backlash

Friday, September 22nd, 2017

Close to 60 million people are daily waking up in the UK and countless millions in Europe are doing the same with the intent of improving they and their families lives. Their accomplishments are hugely impressive and yet we are swamped by a news media that insists on overlooking those achievements and fuelling fear about the consequences of Brexit. Why? Is it that a great many of those working in, and owning, media companies are themselves failing and using Brexit as a soft excuse for their own poor judgement and declining skills? Is it that their enthusiasm has morphed into blind zeal? As with all zealots they seek to convert everyone and find compromise impossible to accept? (OK, so Britain will stay in Europe on a Monday, Wednesday and Friday to satisfy them.)

© James Berkeley 2017. All Rights Reserved.

New Balls, Please

Wednesday, July 12th, 2017

Today’s Wimbledon: strawberries and cream. White tennis gear. Polite ticket queues. Live streaming. Rafa, Roger, Andy, Novak, Serena and co. The sliding roof.

Days of old: more strawberries and cream. Wooden rackets. Bjorn, Jimmy, BigMac, Pete, Andre, Rod, BillyJean, Monika, Martina, Steffi. Intermittent rain delays. Images that are indelibly linked in our minds to a time and place. Yet a (sporting) institution and participants that has successfully embraced reinvention.

When you look at your own personal and business reinvention, what are the strongest images in the minds of your key constituents (clients, investors, employees, business partners and so forth)? Does it say more about your “past” value, your “present” value or your “future” value? Perception is reality. What are you doing regularly to adjust others perception of you? (new interests, new relationships, new ideas, new surroundings, new images etc.) Is it bold enough for your current and future circumstances? (changes in technology, competition, market needs, client experience, and so forth)

Why wait for the umpire’s cry of “new balls, please”, when you can better control your own destiny?

© James Berkeley 2017.

 

Acending To The Top Step

Monday, October 17th, 2016

 

gray-concrete-stairs-picjumbo-com

 

Why do so many people consciously ignore the biggest risk to getting the business or opportunity, the absence of a peer-level trusting relationship with the individual(s), whose power and influence can scupper their ability to meet their client’s objectives? If the risk is obvious, why don’t they address it BEFORE they bid for the business or seek the opportunity. Do we have an attitude deficit (we are not a peer of those people or our immediate mid-level buyer won’t let us near them) or a skills deficit (intellectual firepower, use of language, comfort in a corporate strategic discussion and so forth)?

My experience is that the procrastination says more about how the individual views themselves (self-worth, value, scarcity) and less about the reality of the situation that they are faced with. If you are not willing to invest the time, skills and resources to address the risk (establish a peer-level trusting relationship) in advance, you are probably not “worthy” of the business or opportunity in future. Harsh but true?

© James Berkeley 2016. All Rights Reserved.

 

Corporate Venturing Uncovered

Monday, February 16th, 2015

In a rush for innovation amongst mid and large-sized organisations, the boom in corporate venturing is one of the most visible signs of abundant capital chasing a paucity of great investments. For many sitting on the outside looking into the “hot” corporate venturing world, their view is obscured by the “steamed up” window pane. Sure, 25% of Fortune 500 companies are active in the corporate venturing arena. Daily business headlines in print and CNBC anchors, trail billion dollar valuations placed on “logo” investments (Uber, SpaceX) and a record number of  exits for lucky investors (2014: 125). What is less understood by the “outsiders”, particularly corporate executives, is how do you properly quantify the value derived from a corporate venture.

Corporate Venturer’s good deal (“ROI”) =

TI (Tangible Improvements) X Annualised Period

+ II (Intangible Improvements) X Scope of Impact

+ PI (Peripheral Improvements)_____________  

Proposed Investment   

The “investment” is the cost of total capital and human resources deployed, interest, management time and energy invested in nurturing and supporting the portfolio management team, setting the Corporate’s vision, lining up key corporate supporters and paths of least resistance, changing the corporate culture, reinforcing corporate employees’ beliefs about the new strategic direction, corporate training, hiring or integrating new skills and technology, rewarding corporate employee behaviour, corporate employee education and communication.

So for example, an investment by an insurer in a transformative digital distribution business might be expected to result in increase sales, increase operating margin, lower acquisition costs from Year 3 to Year 7 (unlike M&A, CV’s rarely have a short-term impact) ; enhanced repute with clients and prospects, reduced uncertainty for investors and employees, reduced competitive threat and greater peace of mind for top management; strategic acquisition opportunities, faster new products to markets, repeat business with existing clients, geographic expansion and so on.

You are not finished yet,

Risk Assessment: No corporate venture investment is “risk free”.

You must calculate the Corporate Venture’s Innovation Risk (IR) / Corporate Risk Tolerance (CRT)

So for example if on a scale of “0” (risk free) to “-5” (Catastrophic risk), objectively, the Innovation Risk attached to the proposed investment is “-4,” (a black eye for the firm’s management, balance sheet and repute) and the Corporate Risk Tolerance is no greater  than “-2” (modest hit to earnings, relationship with key constituents and repute), management would be advised to forego the opportunity.

Finally, there is a need to objectively consider

Strategic Fit: “high”, “moderate” or “low” fit with the Corporate strategic direction, vision and beliefs.

Ease of Implementation:“high”, “moderate” or “low” fit with the Corporate’s operating model, speed of making changes, adapting customer relationships, access to appropriate capital, skills and technology, management time, organisational change and so on

Top priority given to “high” strategic fit and ease of implementation investments.

Corporate Venturing is very much the innovation tool “du jour”. Whether it is education technology, clean tech or fintech.

Getting started requires that you take a panoramic, not a a portrait view of the investment potential and the impact on the corporate organisation’s future. If you lack or cannot reasonably acquire the skills to make these judgments you shouldn’t be in the business of corporate venturing. It is not for the faint-hearted.

For those corporate organisations with the skills and volition to commit for the long haul, it is a powerful and potentially highly lucrative source of innovation and profit.

© James Berkeley 2014. All Rights Reserved.