Valens in the News

Investment decisions have historically focused on the science of financial analysis and the art of assessing business plans and people.

The key is having the insight and discipline to grow in areas that will drive long-term financial value and concomitantly knowing where to disinvest.

Great companies that are high performers definitely do things differently, but companies that are different are by no means great performers.

Making strategy and its execution a continual and seamless process is one of the key principles to keeping your organization on the right path.

Successful companies target the right market segments with the right offerings at the right time, and they also know which ones to avoid.

The center’s MBA and seminar programs teach the most recent strategy and execution frameworks used by top corporations, including Balanced Scorecard, Value-Based Management, Real Options Analysis, Cash Flow Return on Investment, and Return Driven Strategy

The key is to design the process of financial analysis, not a specific metric, and to enable and empower the decision makers.

History shows us that these tenets must be the centerpiece for improving strategy and its execution.

In executive workshops and board presentations at nonprofit organizations, the tenets and foundations of Mission Driven Strategy have helped management and board members to understand and refine strategy and make it more executable.

The challenge for management is to understand the true nature of cash flow information and its component of valuation as well as the myriad strategic decisions that lead to valuation.

Executive teams often get caught up in the details of a particular strategic initiative without fully considering how their activities will lead the company to superior financial returns.

Strategy based on activities alone is folly.

Great companies don’t make a choice between strategy and execution.

In order to leverage that financial discipline, the CFO needs a strong understanding of how a particular strategy and its value drivers contribute to true value creation

The balanced scorecard provides a hierarchical framework that management can use to link or connect the unique strategic activities to the ultimate goal of financial value creation.

Great companies use the supporting tenets creatively to leverage Genuine Assets and continuously adjust their overall business strategy to significant forces of change

There are several different business strategies that successful companies are developing and implementing to create new heights of value for the stakeholders of an organization.