Yet companies face structural, strategic and cultural barriers to achieving sustainable growth. Globally, the short-termism in markets pressures corporate leaders to prioritize profit over other forms of value creation. Strategic, business and operational metrics in many companies are often misaligned and driven by divergent interests. The corporate strategy process is undertaken separately from the corporate reporting process, limiting the value to both internal and external stakeholders, and distorting the resource allocation decisions made by investors and other stakeholders.
‘…every CEO [needs to] lay out for shareholders each year a strategic framework for long-term value creation. Those charged with governance have ultimate responsibility for how the organization’s strategy, governance, performance and prospects lead to value creation over time and put annual financial results in the proper context.’ – Larry Fink, CEO, BlackRock
We believe that in the 21st century, companies and their stakeholders need the practical wisdom to understand value creation in a holistic way – unlocking better decisions to drive sustainable performance.
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Marc Benioff, CEO, Salesforce
Bill McDermott, CEO, SAP
Paul Druckman, CEO, International Integrated Reporting Council
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The ideas behind the North Star Collective. Today Tim Hodgson and Jyoti Banerjee are hosting a meeting at the Thinking Ahead Institute to discuss ways in which we need to accelerate systemic change to respond to the crises we face on so many fronts. Here's a quick...
The global system of corporate information is at an inflection point.
On the one hand, the landscape for corporate information is witnessing a sea change, with wide-ranging global digital trends transforming the flows of corporate information, in the way this information is produced, distributed and consumed.
On the other hand, the 20th century presumption that the annual report is the dominant life-form for the communication of corporate information looks less appropriate in the 21st century. Corporate reporting is already changing, driven by the need to move away from backward-facing reports that focus on financial activity alone and are devoid of any explanation of how organisations create (or destroy) value.
Does anybody care? What should be done about it? Jyoti Banerjee considers the options.
Fronesys has agreed to partner the International Integrated Reporting Council (IIRC) to help foster the global adoption of Integrated Reporting. To support this partnership, three members of the Fronesys team (Thomas Odenwald, Jyoti Banerjee and John Farr) will assist the IIRC team engage with businesses across the world who are interested in building integrated thinking and reporting into their business management and reporting practices.