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The Da Vinci/Colegrin Business Longevity
Indicator (BLI) is probably the single most
important strategic tool with which executives
can measure their organisations' ability to lead
their industry sector now and into the future.
It is a business tool that assists organisations
to structure their operations, business ethics
and corporate culture today so that they can
ensure their viability.
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Whatever made you successful in the past, won't in the
future
-Lew Platt, Chairman and CEO, Hewlett Packard
It stimulates innovation at all levels in the
organisational structure and its hands-on
approach to the total innovation process
improves business performance and efficiency
regardless of size and industry sector. Business
longevity is the ability to deliver excellent
business results over an extended period of
time, and doing so while looking after the
environment and the communities with which it
co-exists. Da Vinci/Colegrin's definition of
strategic innovation is straightforward: The
profitable implementation of strategic
creativity that carries organisations toward a
sustainable future.
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BLI is the creation of present value and future worth.
BLI accurately determines executive's ability to
anticipate future market change and to adapt
operations accordingly and at a pace
significantly faster than their competitors. The
Da Vinci/Colegrin BLI has been used in public
and private sector organisations and their
results are integrated into the BLI database to
which you, on completion of a Business Longevity
Audit, will have access.
All investors, financial analysts, business
executives and business owners should be
fundamentally interested to know how their
business benchmark against industry and best
practices.
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The Dimensions covered in the Business Longevity
Indicator:
The BLI consists of one-third soft and two-thirds hard data,
which maintains a good research balance of secondary
(internally collected) and primary (externally collected)
data. The BLI is a number score that typifies the overall
readiness of an organisation to enter the business arena of
a distant future. The BLI is represented as a radar chart
with the following seven dimensions:
 Growth
and Innovation: Evaluates current attitudes toward
growth and innovation, including culture,
practices and
capabilities with which to improve current products and
services, creating new markets
and developing
an environment conducive to sustainable growth.
Human
Capital and Relationship Attitudes: Determines the
extent with which sustainability is supported
by the
corporate approach to its people.
Leadership
and Corporate Governance: Gauges the impact of
corporate governance on overall
corporate
sustainability and determines the ability of top management
to lead the business through
high growth
stakes into a vastly different future.
Financial
Stability and Flexibility: Evaluates the financial
contribution to sustainability and the
flexibility of
the organisation to remain relevant in future.
Operational
Excellence: Establishes the levels of operational
excellence and execution competence
as a
contribution to sustainability. Evaluates the ability of
systems and processes to adapt to
future
scenarios and determines the ability to translate new
technology into competitive advantage.
Internal
and External Stakeholders: Identifies the
organisation's culture, systems and processes
and how they
are geared towards delivering customer value today and in
the future.
Environmental
Attitudes: Determines how the company cares for the
environment and the
communities in
which it operates now and in the future.
Sample of a Business Longevity Index:
Figure 1.
" The weighted score BLI indicates an
organisation's current inhibitors to meeting
future demands and expresses this in a single
number. For example, if a company overworks and
underpays employees, it may boost financial
returns in the short term, but the backlash of
this practice will be felt at some time in the
future. Traditional accounting methods, which
focus on short term financial results, will not
pick this up.
" In addition, the BLI provides many relevant
graphs for analysing the sustainability of a
company. One such a tool is shown in Figure 1.
Figure 1 depicts the range of weighted scores
obtained on 13 companies that participated in
the sample study. Most companies, with the
exception of two, were award-winning companies
in their industry.
The results show, for instance, that the sample
companies, do not regard the environment as a
crucial factor for sustainability. In Europe,
however, disregard for the environment would put
such companies out of business.
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