Value of Corporate Cockpit Technologies to a Strategic Buyer

There are serious reasons to believe that ‘corporate cockpit’ technologies will be very valuable to two of the largest software companies – Oracle and Microsoft.

Very valuable, because acquisition of these technologies will make it possible for the buyer to become a dominant force – and in many ways even a natural monopoly – on the global corporate computing market. For Microsoft (and possibly for Oracle, too), it will make it #1 in the world in market capitalization.

Why do I think that these technologies will be so valuable to Oracle and Microsoft? Because the best way to become such a monopoly is to radically restructure the global corporate computing market – by introducing new revolutionary information and knowledge management technologies and products. I believe that I have developed exactly such technologies – ‘corporate cockpit’ – that I would like to offer to both Oracle and Microsoft.

In the corporate computing market there is enormous gap between the needs of corporate IT users and the solutions offered by IT vendors. By closing this gap with new revolutionary technologies and products, Microsoft/Oracle will oust all of its competitors from this market (as Microsoft/Oracle will be the only one offering such solutions). Thus capturing all the enormous cash flows from the corporate computing market which will radically increase Microsoft/Oracle cash flows, intrinsic value, stock price and market capitalization making it #1 in the world.

Numerous studies show that most (if not nearly all) organizations operate at 5% - 25% of their maximum possible performance. Hence, corporate owners and managers need tools & technologies to maximize corporate performance – and make it stay that way.

First of all, they need total corporate transparency – with all corporate objects (products, brands, assets, customers, etc.) and processes visible, measureable and manageable. Hence, they need IT tools to conduct a comprehensive corporate performance analysis and strategic corporate reengineering.

They also need to provide all corporate employees with access to all knowledge and tools they need to maximize their performance. In essence, they need to build a truly comprehensive corporate knowledge base with a uniform and easy interface (‘corporate cockpit’).

There are no such tools or technologies in the market today. Which creates a unique opportunity for Microsoft/Oracle to conquer the corporate computing market and to become a natural monopoly in this market as well.

CCTT make it possible to develop software products that will close this gap by satisfying all abovementioned needs. In addition, CCTT allows to develop a Standard Corporate Objects Repository (SCORE) for organizations of all types (business, government, NGO, etc.) and all industries. SCORE will form the core and the foundation for the next-generation ERP-system – Enterprise Objects Management System (EOMS).

SCORE is both comprehensive and a natural monopoly (it makes no sense to have two competing systems of corporate objects and KPI). Therefore, EOMS will both offer a truly comprehensive solution for corporate automation and building a corporate knowledge base and its interface (‘corporate cockpit’ proper) and become a natural monopoly in the corporate computing market.

What Is the Blitz-Audit and When Will You Need It?

You will have to conduct a corporate blitz-audit (CBA) whenever you want (or need) your company to make a quantum leap in its corporate performance. And to make it fast – otherwise in our fast-paced corporate world your company is very likely to not make it at all.

The first obvious case for conducting a CBA is when your business in in some form of corporate distress. In other words, when your company experiences problems serious enough to threaten its prosperity, well-being or even its existence. And you need to solve these problems fast. Real fast. Which includes finding the true causes of these problems.

The second frequent case is when your business slows down or even stagnates. And you want to put it onto a fast track of corporate growth – in terms of revenues, profits, cash flows and financial value. And again, you need to do it fast (there is seldom – if ever – such a thing as a slow quantum leap).

In both cases, you will need to start with conducting a CBA that focuses on key areas of your business system. Key, but tightly interconnected. It allows to quickly find money-making and performance-improving opportunities and use them to solve crucial corporate problems and to make the desired quantum leap in revenues, profits, cash flows and financial value.

One of the key advantages of the ‘corporate cockpit’ methodology presented in this e-book is that it insists that your ultimate objective is not to just solve urgent and pressing business problems. And not even to make the abovementioned quantum leap.

It is to transform your company into a powerful and fast-growing money-making machine operating at the highest possible performance at all times. Therefore, your CBA is just a first step in a broader project of optimizing your corporate structure and maximizing its performance.

Hence, your CBA must be immediately followed by two other vital corporate projects – a comprehensive corporate analysis (CCA) and strategic corporate restructuring/reengineering (SCR). An important part of SCR is deployment of kaizen – a system of permanent corporate self-improvement – that will make sure that your company operates at the highest possible performance.

Naturally, all of these projects must use the same methodology – the ‘corporate cockpit’. And the results of your CBA will become a firm foundation for all three subsequent stages – CCA, SCR and kaizen. 

E-book on Corporate Blitz-Analysis: An Introduction

Who Should Read This E-Book and Why

Well, “read” is not exactly the right verb here. This e-book is not supposed to be just “read”. It is intended to be used on a daily basis in any project that involves analysis and maximization of corporate performance and financial value. Used as a desktop reference and as a guide.

Therefore, this e-book will be extremely useful to entrepreneurs, corporate top managers, business and direct/venture investment analysts, investment bankers (working in corporate finance departments) and strategic management consultants. As well as to management students and instructors.

This e-boo is intended mostly for business owners, managers of business owners, managers, analysts and consultants. However, managers of other entities – government, NGO, etc. can still very profitably use it to analyze and maximize performance of their organizations. In the future, I plan to write similar e-books for government entities, NGO and other organizations.

Why is this e-book unique and valuable enough to spend time on reading it and to use it (and not any other guide)? Because you will get the highest return on investment of your time (the book itself is completely free) into reading this e-book. Highest compared to any other guide (printed or electronic), that is.

Return in terms of revenues, profits, cash flows and financial value generated by executing your corporate performance maximization project according to guidelines provided in this e-book.

How can this e-book give you highest ROI compared to any other guide? By using a new, radically more efficient and thus superior corporate analysis methodology – ‘corporate cockpit’.

This methodology – presented in more detail later – allows not only to provide quick fixes to the most urgent corporate problems (which is the objective of a blitz-analysis), but to transform your company into an extremely powerful, fast-growing money-making machine operating at maximum performance at all times.

This e-book presents a uniform and comprehensive approach to analyzing the corporate performance. This approach – unlike any other - makes your company completely transparent and allows to uncover and pursue all money-making opportunities – both internal and external.

In addition, this e-book is the only one that provides guidelines and tools for measuring and maximizing the ‘quality-of-fit’ – the synergy between corporate objects. The synergy that needs to be measured and maximized to maximize your aggregate corporate performance. 

Corporate Synergy Questions - Part III

Corporate Brands

1.       Do your corporate brands in your brand portfolio exhibit the highest possible synergy?

2.       How well do your corporate brands match your key external factors?

3.       How well do your corporate brands match your corporate vision statement?

4.       How well do your corporate brands match your corporate strategies?

5.       How well do your corporate brands match your key strategic objectives?

6.       How well do your corporate brands match your corporate strategic plans?

7.       How well do your corporate brands match your UVP?

8.      How well do your corporate brands match your key competencies?

9.       How well do your corporate brands match your competitive advantages?

Products & Services (P&S)

10.   Do your products & services in your P&S portfolio exhibit the highest possible synergy?

11.    How well do your corporate P&S match your key external factors?

12.    How well do your corporate P&S match your corporate vision statement?

13.    How well do your corporate P&S match your corporate strategies?

14.    How well do your corporate P&S match your key strategic objectives?

15.    How well do your corporate P&S match your corporate strategic plans?

16.    How well do your corporate P&S match your UVP?

17.    How well do your corporate P&S match your key competencies?

18.   How well do your corporate P&S match your competitive advantages?

19.    How well do your corporate P&S match your corporate brands?

Corporate Stakeholders

20.   Do your stakeholders in your stakeholders’ portfolio exhibit the highest possible synergy?

21.    How well do your corporate stakeholders match your key external factors?

22.   How well do your corporate stakeholders match your corporate vision statement?

23.   How well do your corporate stakeholders match your corporate strategies?

24.   How well do your corporate stakeholders match your key strategic objectives?

25.   How well do your corporate stakeholders match your corporate strategic plans?

Corporate Synergy Questions - Part II

Unique Value Proposition (UVP)

1.       How well does your UVP match your key external factors?

2.       How well does your UVP match your corporate vision statement?

3.       How well does your UVP match your corporate strategies?

4.       How well does your UVP match your key strategic objectives?

5.       How well does your UVP match your corporate strategic plans?

6.       How well does your UVP match the needs of your target markets?

7.       How well does your UVP match the needs of your corporate stakeholders?

Key Competencies

8.      Do your key competencies exhibit the highest possible synergy?

9.       How well do your key competencies match your key external factors?

10.   How well do your key competencies match your corporate vision statement?

11.    How well do your key competencies match your corporate strategies?

12.    How well do your key competencies match your key strategic objectives?

13.    How well do your key competencies match your corporate strategic plans?

14.    How well do your key competencies match your UVP?

Competitive Advantages

15.    How well do your competitive advantages match key success factors on your target markets?

16.    Do your competitive advantages exhibit the highest possible synergy?

17.    How well do your competitive advantages match your key external factors?

18.   How well do your competitive advantages match your corporate vision statement?

19.    How well do your competitive advantages match your corporate strategies?

20.   How well do your competitive advantages match your key strategic objectives?

21.    How well do your competitive advantages match your corporate strategic plans?

22.   How well do your competitive advantages match your UVP?

Corporate Synergy Questions - Part I

Vision Statement

1.       How well does your corporate vision statement match your key external factors?

Strategies

2.       How well do your corporate strategies match each other?

3.       How well do your corporate strategies match your key external factors?

4.       How well do your corporate strategies match your corporate vision statement?

Strategic Objectives

5.       How well do your key strategic objectives match your key external factors?

6.       How well do your key strategic objectives match your corporate vision statement?

7.       How well do your key strategic objectives match your corporate strategies?

Strategic Plans

8.      How well do your corporate strategic plans match your key external factors?

9.       How well do your corporate strategic plans match your corporate vision statement?

10.   How well do your corporate strategic plans match your corporate strategies?

11.    How well do your corporate strategic plans match your key strategic objectives?

Target Markets

12.    How well do your target markets match your key external factors?

13.    How well do your target markets match your corporate vision statement?

14.    How well do your target markets match your corporate strategies?

15.    How well do your target markets match your key strategic objectives?

16.    How well do your target markets match your corporate strategic plans?

Corporate Blitz-Analysis – Key Questions

1.       How comprehensive and adequate is your list of key external factors (KEF)?

2.       How well are your KEF integrated into corporate decision-making – strategic and operational?

3.       How comprehensive and challenging is your corporate vision statement?

4.       How comprehensive is your set of your corporate strategies?

5.       How comprehensive and adequate are your corporate strategies?

6.       How comprehensive and adequate is your list of your key strategic objectives?

7.       How comprehensive and adequate are your corporate strategic plans?

8.      How comprehensive and adequate is the description of your target markets?

9.       Does your company receive the highest possible cash flow from each of the target market?

10.   How comprehensive and adequate is the description of your competition?

11.    How competitive is your company relative to each competitor?

12.    How competitive is your company overall?

13.    How comprehensive and adequate is the description of your Unique Value Proposition (UVP)?

14.    Does your company have a customized UVP for each category of its stakeholders?

15.    How competitive is your UVP relative to each competitor?

16.    How competitive is your UVP overall?

17.    How comprehensive and adequate is the description of your key competencies?

18.   How comprehensive and adequate is the description of your competitive advantages?

19.    Does your company maximize the financial value of each of its brands and of the whole brand portfolio?

20.   Does your company maximize the financial value of each product and of the whole product portfolio?

21.    How well does your company know needs & desires of each of its stakeholders?

22.   How well does your company satisfy needs & desires (financial, functional and emotionsl) of each of its stakeholders – in absolute terms and relative to its competition?

23.   Does your company maximize the financial value of each of its stakeholder and of the whole portfolio of its corporate stakeholders?