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8W8 Global Business Builders developed in collaboration with more than 70 entrepreneurs, executives, board members, investors, consultants, and academics the value-driver-based CovQ (Compound Value Creator Quotient) assessment system, or put simply: ‘the Corporate IQ of a Company,’ and is now releasing the CovQ Benchmarks Insights 2024. All companies included took the CovQ assessments with multiple participants of their management teams. Executive team alignment levels are measured as well and are part of the dataset.
The Value Creation OS CovQ (Compound Value Creator Quotient) has been amplified by the new module CovQ+ allowing forward-thinking management teams and partners to develop customized value drivers, which can be added to the CovQ Assessment’s 60 core value drivers in order to address a companies’, business units’ or functions’ specific needs, domain uniqueness, data sources and competencies. The value creation OS CovQ encompasses a corporate IQ assessment system, a framework, method and knowledge for digital strategy management and team collaboration and alignment.
Hello Bard, could you please describe the Value Creation OS CovQ (Compound Value Creator Quotient) in your own words and lay out the related business building process and strategic planning steps and best practices? “Sure. CovQ is a value creation operating system (OS) that helps companies to improve their value creation capabilities. It does this by providing a framework for assessing the company’s current value creation capabilities, identifying areas for improvement, setting goals and objectives, developing a strategic plan, implementing the plan, tracking progress, and making adjustments as needed.
Hello ChatGPT, What are the best reasons to implement a value creation operating system, like CovQ, immediately?
“Implementing a value creation operating system, such as CovQ, can offer several compelling reasons to do so immediately. Here are some of the key benefits.
In today’s dynamic and highly competitive business landscape, organizations must navigate through complex challenges to stay ahead. Strategic planning and value creation play pivotal roles in achieving sustainable growth and maintaining a competitive edge. However, the success of these initiatives often hinges on the ability to translate strategies into actionable plans and effectively execute them on an ongoing basis. This is when and where ‘the rubber hits the road’ – the critical juncture where strategic intent meets real-world implementation – or in other words the operating system of a company.
8W8 Global Business Builders developed in collaboration with more than 70 entrepreneurs, founders, executives, board members, investors, and academics the Compound Value Creator Quotient, aka CovQ or put simply: ‘the corporate IQ of a company,’ and is now releasing the CovQ Digital Media Ecosystem Companies Insights 2023. Digital Media ecosystem companies include the following categories: AdTech, MarTech, digital publishers and agencies, and related platforms.
Can a company have a corporate IQ? Yes, it can if you use data to assess, identify and deploy its attributes and value drivers through mission and value-creation-focused systems.
Two recent Harvard Business Review titles were about strategy: ‘Strategies for Turbulent Times – A new way plan for the unknown’ and ‘How good is your Company at Change? You can improve your ability to adapt.’ Strategies have the sole purpose of delivering the company’s mission so everything needs to be cascaded and implemented into the organization starting at the very top. Therefore it is essential that executive management and also boards are aligned as much as possible and are proactive because this is the basis for all internal and external communication and for defining mission-critical priorities, strategies, actions, and goals.
Over many years, I held operational executive roles and had the opportunity to speak to many business scalers of ambitious growth companies with respect to their challenges. What strategy execution is concerned the consensus was very clear. It is a roller coaster that goes like this:
January: The strategy just got ready, just. A couple of tweaks on the model still necessary but will take care of this asap. Annual Kick-off meeting: ‘YEAH, baby! It is going to be amazing. Everything is addressed, aligned, could not be more excited, troops are fired up. Killing it! Go, go, go!’