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Your Company’s Value in Your Strategic Action Plan is?

Written by: Leanne Hoagland-Smith

Article Overview: What is your company’s value? Do you strategically position your business to increase your value? Learn the relationship between your company’s value and your balance statement

Your Company’s Value in Your Strategic Action Plan is?

To outlive and outlast the competition in today’s marketplace where the click of the mouse may cost you thousands of dollars demands an understanding of your company’s value and how it relates to your balance sheet.

A 1978 study by the Stern Business School revealed that there existed a 95% correlation between a company’s value and its balance sheet. By 2005, this correlation almost did an 180 with only a 28% correlation between a company’s value and the balance sheet. What this suggests is that the tangible value in the 1978 has been replaced with an intangible value in 2007.

This dramatic change is in alignment with the changing economy from tangible products to intangible products or what is called intellectual capital. Today’s economy is all about knowledge and more importantly how to apply that knowledge quickly for the greatest gain.

So where is the source driving this intellectual economy? Simply speaking it is your human capital, your people who will more than ever before make or break your company.

To recognize human capital as our greatest asset again requires that we change our paradigms. For example, we have a variety of C-Level Executives:

Chief Executive Officers (CEO)
Chief Operating Officers (COO_
Chief Information Officers (CIO)
Chief Financial Officers (CFO


Yet, where are the Chief People Officers? Until we value people at the top, they will not be truly valued at the bottom of the organization.

Another paradigm is within the profit and loss statement. When salaries are listed as an expense instead of an asset, what message does that send about how you value your human capital?

A third paradigm resides within the traditional training and learning departments. To improve performance thereby improving value, the real question needs to change from “Do they know it?” to “Do they want to do it?” For performance improvement is much more about attitudes and habits than skills and knowledge.

Take action, revisit your strategic action plan. Begin to understand the real source of your company’s value.

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Article Tags: balance sheet, c level, chief executive officers, chief information officers, chief operating officers, correlation, dramatic change, intangible products, intangible value, intellectual capital, level executives, paradigm, paradigms, performance improvement, profit and loss, profit and loss statement, stern business school, tangible products, tangible value, thousands of dollars



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