Ignorer la navigation
Why the Bottom Line Isn't!
Book

Why the Bottom Line Isn't!

How to Build Value Through People and Organizations

Wiley, 2003 plus...

Buy the book


Editorial Rating

6

Recommendation

Authors Dave Ulrich and Norm Smallwood use a bottom-line approach to assess various business intangibles that build actual value, such as a vision of future growth and improved capabilities. They present the keys to creating value by mustering intangible assets in a well-organized, highly structured way. Unfortunately, the intangible factors and the growth steps they discuss are well-traveled territory. But while other books may describe how to develop these "soft" qualities in a more intriguing or more original way, this volume handily dissects, quantifies and explains them step by step. Here, the vague is made concrete. Even a bean counter could understand the bottom line value of innovation, improved internal systems and enhanced organizational culture with this explanation. getAbstract.com recommends it to those who want to invest in intangible assets in a tangible setting, for very tangible reasons.

Summary

A Hard Line Approach to the Soft Stuff

To create increased market value, consider the "soft stuff" as important as the "hard stuff," because it increases your customers’, investors’ and employees’ confidence about the future. This value is based on the quality of your people and your organization - not just your products and physical assets. Such intangibles increase a firm’s market value. This increase is not tied only to profits, since firms in the same industry with the same profits can have very different values in the marketplace. The foundation of value may be positive financial performance, but intangible qualities increase that value. These intangibles represent the "value of a company not accounted for by current earnings."

Which Intangibles Build Value?

Baruch Lev, a New York University accounting professor, identified three major types of intangibles. Discovery intangibles are patents, trademarks and research and development. Organizational intangibles involve technology and systems. Human resource intangibles involve organizational culture as well as training and leading people. Other measures that matter most to investors, according to Ernst &...

About the Authors

David Ulrich, Ph.D., has co-authored ten books and more than 100 articles on management and has consulted with more than half of the Fortune 200 companies. He is on leave as a professor at the University of Michigan to serve as Mission President for the Church of Jesus Christ of Latter-Day Saints in Montreal. Norm Smallwood is cofounder of Results-Based Leadership and the co-author, with Ulrich, of Results-Based Leadership: How Leaders Build the Business and Improve the Bottom Line. He provides consulting services based on that book and this one.


Comment on this summary

More on this topic

Related Skills

Devenir plus productif
Prendre confiance en soi
Créer sa startup
Communiquer efficacement
Rédiger un business plan
Concevoir des produits innovants
Transformation numérique
Enable Digital Organization
Création d’entreprise
Execute Digital Operations
Promouvoir une culture de l'innovation
Ressources Humaines
Innovation
Diriger la planification opérationnelle
Diriger stratégiquement
Gérer son capital
Gérer des équipes et des départements
Développement personnel
Promouvoir la diversité, l'équité et l'inclusion
Compétences relationnelles
Compétences professionnelles
Strengthen Team Collaboration
Finances d'entreprise
Gérer l'impact de son leadership
Positionner les talents stratégiquement
Planifier stratégiquement
Foster Team Culture
Communiquer stratégiquement
Améliorer sa liquidité
Practice Transformational Leadership
Optimiser son flux de travail
Promouvoir la collaboration
Transformer la stratégie en action
Façonner la culture d'entreprise
Innover stratégiquement
Build Digital Culture
Améliorer l'expérience de ses employés
Tirer parti des Groupes de Ressources pour les Employés
S’auto-diriger
Management
Savoir coacher
Définir la vision produit
Develop Team Members
Leadership
Mettre en place la méthode agile
Drive Team Performance
Manage People and Talent
Définir l'objectif, la vision et la mission
Développer son organisation
Élaborer une stratégie de croissance
Tirer parti de ses points forts
Direction exécutive
Construire une vision commune
Stimuler les performances de l’entreprise
Gérer le capital intellectuel