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An exercise in evaluation of quarterly figures

I have chosen to emphasize quantifiable knowledge, i.e. knowledge you are able to list, visualize and
connect based on quarterly figures, company report, BI, customer intelligence, relevant business media. A specification of steps in an analysis, which will also contain qualitative elements.
Inspiration is drawn from Luc de Brabanderes "Thinking in new boxes". 


http://thinkinginnewboxes.com/




“When I see the quarterly figures of my competitors, I see no reason to change my strategy for the
future”

1. “see”
· Map the company’s relative position to competitors, including recent development and trends.
· Compare the present state map with the strategic plan in effect.
· Is there a need for a new combination of figures or connections (new boxes)?

2. “figures”
· I assume the strategy of the company is welldefined,
without ambiguities and documented in a
white paper or company report, i.e. we decide how to perceive and which concepts to use in a description
of company, market and strategy.
· Try to pinpoint the most central entities from the quarterly report and illustrate these in a few
separate graphs, then perform a mismatch
analysis in which current position is compared to predicted
position based on figures from the time you developed the current strategy.
· List the company’s most important values as a subset of a matrix, a canvas or a dictionary of
central business concepts (sustainability, entrepreneural spirit, loyalty, service, adaptability …) then
match these terms or concepts with relevant figures.

3. “competitors”
· Are there any jumps or radical changes on key business values and performance indicators
among your competition?
· What are long term effect of these changes given current and expected conditions on the market?
· State the current and future landmarks in the implementation of the current strategy.

4. “change”
· Question your confidence in the current strategy based on a whatif
analysis using different
scenarios for developments in key figures.
· How sensitive are figures and trends?
· How do change effect the overall mapping of the position of the company?

5. “strategy”
· Based on different scenarios: Is the company heading toward advancement or reduction.
· Try to reiterate/revisualize
the process behind the creation of the current strategy.
· Evaluate the current tools and implementation plan for the current strategy: Do they adapt to
changes and different scenarios and what are the risks (Eureka or Caramba)?

6. “future”
· How certain is our vision of the future?
· Do we need to change strategy based on cultural changes, e.g. new fashions, developments or
megatrends?
· Is it possible and profitable to recapture
or reconceptualize
parts of the business and the
company?

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