Strategic planning and valuation
First Claim
1. A holistic method of developing a strategic planning solution for a business organization by taking into account a broad array of components within the enterprise planning process, comprising:
- affirming strategic objectives and nature of corporate relationships;
developing valuation and analyzing driver sensitivities;
based upon said strategic objectives and sensitivities, developing a business model;
based upon said business model, developing performance measures and key performance indicators;
based upon said performance measures and key performance indicators, defining desired changes to implement in corporate planning and reporting processes;
based upon said desired changes, defining changes to business unit planning and reporting processes; and
based upon said desired changes to said planning and reporting processes, and further based upon said strategic objectives, reviewing management skills and reward structures and modifying said reward structures.
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Accused Products
Abstract
A holistic method of developing a strategic planning solution for a business organization by taking into account a broad array of components within the enterprise planning process includes affirming strategic objectives and the nature of corporate relationship, developing valuation and analyzing driver sensitivities, developing a business model for the organization based upon strategic objectives and sensitivities, developing performance measures and performance indicators, defining desired changes to implement in the corporate planning and reporting processes based upon the desired changes, and reviewing management skills and reward structures and modifying the reward structures in order to implement the identified desired changes.
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Citations
14 Claims
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1. A holistic method of developing a strategic planning solution for a business organization by taking into account a broad array of components within the enterprise planning process, comprising:
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affirming strategic objectives and nature of corporate relationships;
developing valuation and analyzing driver sensitivities;
based upon said strategic objectives and sensitivities, developing a business model;
based upon said business model, developing performance measures and key performance indicators;
based upon said performance measures and key performance indicators, defining desired changes to implement in corporate planning and reporting processes;
based upon said desired changes, defining changes to business unit planning and reporting processes; and
based upon said desired changes to said planning and reporting processes, and further based upon said strategic objectives, reviewing management skills and reward structures and modifying said reward structures. - View Dependent Claims (2, 3, 4, 5, 6)
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7. A method of developing a strategic planning solution for use within a business organization, comprising:
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identifying value drivers of said organization;
consolidating said identified value drivers into a value-tree model;
using said value-tree model, evaluating and selecting strategies;
establishing and embedding a supporting performance management framework into the organization to facilitate the implementation and delivery of said selected strategies. - View Dependent Claims (8, 9, 10, 11, 12, 13, 14)
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Specification