Value Based Management:  Aligning Business Practices and Vision, Mission and Values

Our Value Based Management (VBM) process is designed to improve enterprise value in both the public and private sector. VBM aligns business practices with the vision, mission and values of the company. Most companies are normally very good at strategizing and structuring, but many fail when it comes to implementation. It is this lack of efficient implementation that stands in the way of long-term success.  

The CRG VBM methodology is not only aimed at the executive level during formulation of the company's competitive strategy, but also focuses on how to successfully implement the strategy through the participation of the workforce. This is done through storyboarding workshops at executive and middle management levels and through personal interaction and training with managers and employees at all levels. The Approach The CRG VBM process has three stages, covering the current situation, the future and bridging the gap. 

1.  The Current Situation

VBM implementation starts with a review and an analysis of the enterprise and its business environment, both internal and external. The main objective of this exercise is to answer the question: What do we look like now?  Knowing how the enterprise and the external environment looks allows us to identify opportunities and threats as well as internal strengths and weaknesses. this S.W.O.T. analysis allows us to pinpoint improvement areas. During this phase, results of customer, employee, competitive and environmental surveys are used as input. 

2.  The Future

This phase consists of revisiting and developing a vision, mission statements and establishing a value system. Although this process starts with the Executive team, the CRG approach ensures that a shared vision is created as the process involves all levels of the organization. This will ensure buy-in and the focus needed for the implementation of the strategy.  

3.  Bridging the Gap  

You know where you are. You know where you want to go.

In order to bridge the two, a gap analysis is conducted to determine what has to be done to realize the future. Based on the result of the gap analysis, a core strategy and well-defined goals are formulized. These are company specific and indicate how the future is going to be realized, preparing the company to successfully execute their strategy. This phase is essential for the successful implementation of the company's performance management system as it is the cornerstone for the development and implementation of a Balanced Scorecard. The executive management team is responsible for creating the context within which transformation can successfully take place. It is however the responsibility of middle managers, supervisors and employees to implement the strategy. The important question that the executive team must answer is "How do we take the rest along with us?"  

Our participative approach to strategic management ensures that the results of the executive session are transferred to the next level of the organization. The strategic objectives are transferred into practical managerial and operational objectives. We assist clients based on the results of the strategic management process to develop a comprehensive Scorecard for strategic, managerial and operational decision making and action.