Ron Mallis <Ronmallis@aol.com> quotes the following by me:
>.... He then says that "the financial
>profession is laggard in this arena and their traditions are hopelessly
>inadequate for current businesses."
and then Ron added:
>As far as I know, the "multi-capital" model that Keith mentions was
>originally designed by Hubert St. Onge. He's with the Canadian Imperial
>Bank of Commerce.
Ron, I know about the leadership of CIBC and ICON to make things better.
There is hope!. My financial profession reference was to the accounting in
which a company can be viewed as healthier after letting 20% of their
people go. And to manufacturers who are valued when they have high
inventories without regard to its utility.
While software is not considered an asset that a company can borrow
against, even if there are millions invested. This drives software
companies to the equity markets even when they are not ready. These are
all "side-effects" of bad measurement systems. They are also a symptom of
the inability of many organization to learn and adapt.
So what set of measurements would drive executive behaviour toward a LO?
Thanks for your interest.
--Keith Cowan <72212.51@CompuServe.COM>
Learning-org -- An Internet Dialog on Learning Organizations For info: <rkarash@karash.com> -or- <http://world.std.com/~lo/>