Presentation on theme: ""NEW MODELS, MEASUREMENTS AND MAPS" Felix Barber Measuring and managing intangible values in today's economy November 6 th 2002, Swiss Re, Rüschlikon."— Presentation transcript:
"NEW MODELS, MEASUREMENTS AND MAPS" Felix Barber Measuring and managing intangible values in today's economy November 6 th 2002, Swiss Re, Rüschlikon
- 2 - 12251-00-01Nov02-FB-ml-Z-Rüschlikon.ppt FELIX BARBER Senior Vice President and Director The Boston Consulting Group The Boston Consulting Group (BCG) Worldwide Practice Area Leader of Organisation Practice (Organisation Design, Change Management, Human Resources, Networks) 1999 – Developed 'Workonomics' approach to Linking Human Resources and Shareholder Value. Currently in regular use by BCG in client work to assess company performance from a people perspective Founded and lead Zurich office 1989-98 Previously active in London and Munich offices Client focus primarily on Consumer and Service industries Education MA Philosophy, Politics, Economics Oxford University
- 3 - 12251-00-01Nov02-FB-ml-Z-Rüschlikon.ppt 'INDUSTRY' AND 'PERSONAL' VIEWS
- 4 - 12251-00-01Nov02-FB-ml-Z-Rüschlikon.ppt INDUSTRY VIEW An increasing share of company value is created by 'intangibles', for example by employees and customer relationships A company's capital is the source of its value, so if 'intangibles' create value we should try to capitalise them in the balance sheet We should consider and value 'Human Capital' and 'Customer Capital'
- 5 - 12251-00-01Nov02-FB-ml-Z-Rüschlikon.ppt PERSONAL VIEW Many things besides capital create value for companies Companies do not own employees or customers Instead of seeking to capitalise employees and customers as a way of recognising their value, we should ask and answer the same questions about them as we ask and answer about capital
- 7 - 12251-00-01Nov02-FB-ml-Z-Rüschlikon.ppt People Costs/Capital Costs Average 1997-2000 ROE Average 1997-2000 PEOPLE AND CUSTOMERS STRONGLY IMPACT PERFORMANCE 0% 5% 10% 15% 20% 25% 30% 35% 00.511.522.533.54 Healthcare Provs. Construction Adv. Ind. Equip. Auto Parts Aerospace Advertising Consumer Serv. Cosmetics Food & Tob. Securities Brokers Broadcasting Wireless Comm. Real Estate Industrial Services Technology Services Hardware Airlines Software Pharma Publishing Home Packaging Basic Resources Building Mats. Leisure Goods Transportation Elec. Comps. Ind. Div. Food Retail Fin. Serv. Textiles Banks Utilities Energy Fixed-line Comm. Insurance Med. Prods. Auto Semicond. Chemicals Beverage Biotech Comm. Tech. Household Retail Ind. Equip.
- 8 - 12251-00-01Nov02-FB-ml-Z-Rüschlikon.ppt MEASURE PEOPLES' PERFORMANCE IN PEOPLE-TERMS Return on capital Cost of capital Balance sheet/Balance sheet structure Balance sheet changes Plant and equipment utilisation Capital investment plan Capital gearing (debt/equity ratio) Capital gains Long/short term financing Productivity Employee cost Workforce/Workforce structure New hires/attrition Workforce utilisation Workforce development plan Employee gearing (fixed/variable compensation) Long term contingent compensation (e.g. options) Employee contracts (golden handcuffs) Capital Driven: Traditional MetricsPeople Driven: Workonomics Metrics Employee incentives ensure alignment
- 9 - 12251-00-01Nov02-FB-ml-Z-Rüschlikon.ppt ECONOMIC PROFIT LINKS CAPITAL AND PEOPLE PERSPECTIVES Capital costs Economic (1) profit Amount of capital invested (USD) Return on Capital Required Return on Capital (%) Employee costs Economic profit (2) Employees('000s) Workonomics productivity Employee cost per employee $ 000 / employee (1)Usually calculated on post tax basis to be comparable with (post-tax) capital costs (2)Usually calculated on pre-tax basis to be comparable with (pre-tax) employee costs Employee perspective: Workonomics productivity above employee cost Capital perspective: Return on capital above cost of capital
- 10 - 12251-00-01Nov02-FB-ml-Z-Rüschlikon.ppt AVAILABLE LEGAL FORMS MAY BE TOO LIMITING Legal form Stock corporation Partnership Cooperative society Value creation Capital investment Partners skills, capabilities and relationships Customer purchases Ownership Equity Partners Customers Risk Equity Partners Customers Profit/ Residual income Equity Partners Customers