A strategy for building value across a business, including all areas not just operations The approach considers what an investor would value in the business, focusing on security of future revenue, differentiated offering and effeciency

1. © Phil Bullimore
Building Enterprise
Value
A strategy to increase use value to drive the
development of organisational capability

2. © Phil Bullimore
How value all aspects of the business by
considering the
Value to an External Investor

3. © Phil Bullimore
Purpose
To develop and implement clear, robust, and
scalable solutions to increase the value of
the business delivering success now and in
the future
• Return on Investment
• Managing not Limiting Risk
• Improving Value Proposition to increase margin
• Focusing Development Resource to deliver Value

4. © Phil Bullimore
Manage
Opportunity
Pipeline
Business Development
Delivering
Contracts
Revenue Lifecycle – Parallel not Series !!!!
Selecting Opportunity
Building a Winning Solution
Mobilise
Deliver
Close
Demand lead Capability
Client Relationships & Insight
Corporate Governance
Widening Opportunity Pipeline
Winning the Business (sales)

5. © Phil Bullimore
Function
Client
Relationship
s&Insight
DemandLed
Capability
Opportunity
Pipeline
Opportunity
Selection
Winning
Solutions
Winning
Bids
Contract
Mobilisation
Contract
Delivery
Closure
Business Development Lead Lead Lead Lead Key Lead Support Support Support
Delivery/Operation Key Key Support Support Key Support Lead Lead Lead
Partner/Supplier Mgt Key Key Support Support Support Support Key Key Support
Development Key Key Support Support Lead Support Key Key Support
Channel Management Key Key
Brand/Marketing/Comms Support Support Key Key Support Support Support Support
Stakeholder Engagement Key Key Key Support
Finance Key Key Key Key Key Key
People/HR Key Key Support Key Key Support
Management Information
Risk Management, Quality
Assurance, Contracting
Support Support Support Support Support Support Support Support Support
Example Strategy Deployment
Opportunity
Pipeline
Winning
Contracts
Delivering
Contracts

6. © Phil Bullimore
Example Value to Investor – Building Customer Insight
Have a strong relationship with customer gives
• Greater certainty over future revenue/plans (Manage Risk)
• Improved ROI for development (Increased Margin from higher Value)
• Earlier to market (greater opportunity for revenue and margins)
• Better match of capability to customer value (revenue and margin
– we only do what’s important and the customer pays for)

7. © Phil Bullimore
Building Enterprise Value
• Identify you core activity
• Using Enterprise Value Canvas
• Agree what “great” looks like
• Understand where you are now
• Build an action plan to deliver “great”

8. © Phil Bullimore
Delivering Enterprise Value Through:
Blank Canvas
Where do we want to be
Our value……. We will deliver this value by…….. We will demonstrate this value by……
Profit (Revenue & Costs) Risk
Brand, position, capability, relationships, competence, insight, Innovation, Differentiation
Impact
Where are we now Action Plan
Our current resources/capabilities to deliver value are… Our current state & KPIs are……….. Our Actions & KPIs to Increase Shareholder Value…
Internal
External
Eliminate, Reduce, Raise, Create
Issues
The risks of implementing the actions are………
The Impact of improvements on Current Operation/Profit will be………
Positive/Drivers Negative/Barriers

9. © Phil Bullimore
Delivering Enterprise Value through
Building Customer Insight
Where do we want to be
Investors will value our……. We will deliver this value by…….. We will demonstrate this value by……
In depth understanding of customers will reduced
their future risks
Our ability to generate revenue from future
requirements
Our influence over decision makers and policy
makers increase the likelihood that our specific
solutions will be procured (Revenue and Risk)
Having a clear and common understanding of the
sectors and funders we are targeting
• Core characteristics, values and drivers
• Future Priorities and Objectives
Being able to describe the value we could deliver to
funding agencies
Having a clear understanding of the relevant current
and predicted characteristics of the institutions the
funders wish to support
Working with partners to increase our understanding
Having clarity over the clients we are targeting
Demonstrating robust assessment of their future
requirements, that have been confirmed through
discussion/evaluation
Delivering innovative solutions
Proven Access to decision makers
Where are we now Action Plan
Our current resources/capabilities to deliver value are… Our current state & KPIs are……….. Our Actions & KPIs to Increase Shareholder Value…
Internal
• Existing contacts/relationships
• Customer (ie SME relationships)
• Existing knowledge
External
• Partnerships
• Lobby
• Influence through TAFTIE etc
Target sectors are defined
Lobby and influence
Building networks
Research driven in reaction to tenders
KPIs
Business Opportunity
Contracts in new markets
Key Account Management
Future demand profile
Future requirements profile
Future KPIs
Profit from new markets
ROI on speculative activities
Issues
The risks of implementing the actions are………
We select the wrong customers
We come to the wrong conclusions
Government/Funding policy Changes
Lobbying not effective
The Impact of improvements on Current Operation/Profit will be………
Positive/Drivers
Increase day rate by delivering higher value solutions
Tenders success rate will increase as more seeded requirements
Negative/Barriers
Being firm on contract deliverable will require more robust contract management
Relationship with contract holders could suffer

10. © Phil Bullimore
Issues to consider
• Internal and External Customers
• What is Value – How can we understand it
• Best Measures/KPIs
• Gaps in capability
• Conflicts with other activities
• Politics
• In house vs Outsourced
• Creating and Managing Intellectual property
• Sustainablity
• Stability and Rate of Change

11. © Phil Bullimore
Review of Resources
• What assets do we need?
• Do we need to own them
• Could someone else do it better
• Return on investments
• Management of IP
• Financing Assets