Diplomacy and Boundary Navigation ASAP Presentation
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Assoc of Strategic Alliance Professionals BioPharm Conference: Alliance Managers as Diplomats
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https://flevy.com/browse/flevypro/shareholder-value-traps-5239
Changing industry ecosystems and competition today demand from the organizations to undergo strategic shifts. The purpose of a company is undergoing Business Transformation from serving the interest of shareholders to serving all stakeholders that influence the organization.
Shareholders are often considered the only stakeholders that invest in a business. Senior management needs to be cognizant of the importance of shareholders as well other stakeholders who create value for the organization. They should work on building a collaborative Organizational Culture and paying heed to the welfare of all those groups that play a role in organizational growth.
This warrants a thorough evaluation of all stakeholders, their long-term interests, and Value Creation — or Value Destruction — potential for the organization. But first, this calls for finding answers to the following key questions:
Who creates the most value for the organization?
Who among the stakeholders typically secure the best deals from the organization?
Who is the victim of having the worst deals from the organization?
Who among the stakeholders is potentially untrustworthy?
Are there any intermediaries or stakeholders fulfilling their personal agendas?
Answering these questions is critical for the executives, otherwise they may risk falling into Shareholder Value Traps. Recognizing and understanding stakeholder value traps while the managing stakeholders’ various interests helps executives achieve shared and individual long-term goals. These 5 common traps prevent stakeholders’ interests to get integrated with the interests of the organization and destroy the value of a company if overlooked:
Ignoring cash-flow driving stakeholders while distributing cash
Miscalculating reaction from stakeholders
Supporting under-performing units
Conceding to willful vulture capitalists
Misjudging intermediaries role in transactions
Got a question about this presentation? Email us at support@flevy.com.
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Changing industry ecosystems and competition today demand from the organizations to undergo strategic shifts. The purpose of a company is undergoing Business Transformation from serving the interest of shareholders to serving all stakeholders that influence the organization.
Shareholders are often considered the only stakeholders that invest in a business. Senior management needs to be cognizant of the importance of shareholders as well other stakeholders who create value for the organization. They should work on building a collaborative Organizational Culture and paying heed to the welfare of all those groups that play a role in organizational growth.
This warrants a thorough evaluation of all stakeholders, their long-term interests, and Value Creation — or Value Destruction — potential for the organization. But first, this calls for finding answers to the following key questions:
Who creates the most value for the organization?
Who among the stakeholders typically secure the best deals from the organization?
Who is the victim of having the worst deals from the organization?
Who among the stakeholders is potentially untrustworthy?
Are there any intermediaries or stakeholders fulfilling their personal agendas?
Answering these questions is critical for the executives, otherwise they may risk falling into Shareholder Value Traps. Recognizing and understanding stakeholder value traps while the managing stakeholders’ various interests helps executives achieve shared and individual long-term goals. These 5 common traps prevent stakeholders’ interests to get integrated with the interests of the organization and destroy the value of a company if overlooked:
Ignoring cash-flow driving stakeholders while distributing cash
Miscalculating reaction from stakeholders
Supporting under-performing units
Conceding to willful vulture capitalists
Misjudging intermediaries role in transactions
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Successfully Navigating the Turning Tides
Welcome to the 13th edition of Creating Value, IMAP’s flagship mid-market M&A publication.
To say this year has been a mixed bag of nuts so far is somewhat of an understatement. Following a record year of M&A in 2021, many expected that this momentum would continue long into 2022. However, record high inflation, rising interest rates, and fears of a recession continue to overshadow market activity.
With energy and food price increases a danger to the stability of developing markets, global stock market valuations are off 20-30% from their cycle highs and are showing no signs of an imminent recovery. Yet despite this difficult environment, IMAP advisors continue to close successful deals for clients around the world and in this edition of Creating Value, we share the story behind some of these, including an artificial heart manufacturer looking to become the primary alternative to heart transplants and an IT recruitment company looking to bridge the gap in technology skills as a result of digitization. We also put Industrials, Fintech and Automotive under the microscope to find out what’s driving M&A activity and identifying opportunities for investors.
As we continue our series dedicated to the subject of ESG, we take a look at the implications of new ESG reporting regulations on mid-market companies. We also share details of a recent client succession story in the Renewable Energy sector.
Following his recently published paper looking at the likelihood of single-owner SMEs credit defaulting compared to multiple-owner SMEs, Dr. Csaba Burger, Data Science Advisor at the Hungarian National Bank (MNB), talks to Creating Value to explain why SMEs are twice as likely to default and provides guidance on key measures to mitigate the risks.
As IMAP continues to expand its global footprint, we take the opportunity to once again welcome our newest IMAP member, Investor in Paraguay and examine what is increasingly becoming a highly attractive region for investors. We also share news of a new IMAP partner agreement designed to develop our investment banking activities in the Netherlands.
So, while we are unable to predict what will happen in the markets over the coming months, or say for certain how things are going to unfold, it is clear that the tides are turning and by the time we come back to you with our next edition there will be much to talk about. In the meantime, our IMAP partners around the globe will continue to dig deep and be ready to help our clients successfully navigate any treacherous waters.
Creating Value No.13 - IMAP's flagship mid-market M&A publication - now avail...
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Successfully Navigating the Turning Tides
Welcome to the 13th edition of Creating Value, IMAP’s flagship mid-market M&A publication.
To say this year has been a mixed bag of nuts so far is somewhat of an understatement. Following a record year of M&A in 2021, many expected that this momentum would continue long into 2022. However, record high inflation, rising interest rates, and fears of a recession continue to overshadow market activity.
With energy and food price increases a danger to the stability of developing markets, global stock market valuations are off 20-30% from their cycle highs and are showing no signs of an imminent recovery. Yet despite this difficult environment, IMAP advisors continue to close successful deals for clients around the world and in this edition of Creating Value, we share the story behind some of these, including an artificial heart manufacturer looking to become the primary alternative to heart transplants and an IT recruitment company looking to bridge the gap in technology skills as a result of digitization. We also put Industrials, Fintech and Automotive under the microscope to find out what’s driving M&A activity and identifying opportunities for investors.
As we continue our series dedicated to the subject of ESG, we take a look at the implications of new ESG reporting regulations on mid-market companies. We also share details of a recent client succession story in the Renewable Energy sector.
Following his recently published paper looking at the likelihood of single-owner SMEs credit defaulting compared to multiple-owner SMEs, Dr. Csaba Burger, Data Science Advisor at the Hungarian National Bank (MNB), talks to Creating Value to explain why SMEs are twice as likely to default and provides guidance on key measures to mitigate the risks.
As IMAP continues to expand its global footprint, we take the opportunity to once again welcome our newest IMAP member, Investor in Paraguay and examine what is increasingly becoming a highly attractive region for investors. We also share news of a new IMAP partner agreement designed to develop our investment banking activities in the Netherlands.
So, while we are unable to predict what will happen in the markets over the coming months, or say for certain how things are going to unfold, it is clear that the tides are turning and by the time we come back to you with our next edition there will be much to talk about. In the meantime, our IMAP partners around the globe will continue to dig deep and be ready to help our clients successfully navigate any treacherous waters.
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Diplomacy and Boundary Navigation ASAP Presentation
- 1. Diplomacy & Boundary Navigation : A Complex Competency Alliance Managers Must Master Ichiro Okino, Business Development Manager, Shinogi Inc. Michael W. Young, VP, Alliance Management, PPD, Inc. ASAP BioPharma Conference | June 2, 2011 | New Brunswick, NJ
- 3. A great diplomat from Japanese history Shigeru Yoshida ( 吉田 茂 , Yoshida Shigeru ? ) was a Japanese diplomat and politician who served as Prime Minister of Japan from 1946 to 1947 and from 1948 to 1954. Under Yoshida's leadership, Japan began to rebuild its lost industrial infrastructure and placed a premium on unrestrained economic growth. Many of these concepts still impact Japan's political and economic policies. Today’s Japan is built on the contribution by the great diplomat !