The number of articles and their length for each investor category vary and are not indicative of their importance. Instead, it was determined that some article subjects, although directly related to the investor categories, were better included in different chapters in this series. For example, articles that discuss employee investors can also appear in chapters on Growing Pains, Responsiveness, Human Capital Management, Employee Recognition, and Management Techniques. Also, separate chapters focus specifically on customers and partners. Finally, several articles in the Volume “Starting a Business” and the Chapter “Board Interaction” deal in great length with financial investors issues. This chapter, therefore, should be considered as an overview only describing the four investor categories.
Four articles pertain to all of the investor categories with their titles and abstracts listed below.
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1 |
Introduction to Principle Three |
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Companies need investments in three categories, time, talent, and capital to succeed. These investments come from four sources; employees, business partners, customers, and financial investors. Companies must address the specific needs of each of these groups and ensure that all receive an acceptable return on their particular investments as each group individually defines success. |
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2 |
Keep Different Score Cards |
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Every organization has an almost limitless number of items that can be measured. The value of individual metrics to different individuals or groups will vary significantly. Every organization needs to track their performance and convert the collected data to meaningful information for each intended audience. |
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3 |
Write to Know |
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Events, both good and bad, seem to occur daily in virtually every organization and within their associated business community. Different events will have different significance to each of the four company investor groups. Implementing a consistent outbound communications methodology will help keep all investors informed of events and your interpretation of their impact on their investment in your company. |
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4 |
Expectations versus Excuses |
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We all make activity plans based on our best estimates of what is required, what may happen, how long it should take, and what resources are required and available. Unfortunately, variation is constant. Things change. Setting the proper expectations beforehand can eliminate misunderstandings after the fact. |
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