Enhancing the productive durability of companies.
In a world of rapidly falling company lifespans, LongWealth is a specialist advisory devoted to help leaders build productively durable companies – which we call “Living Machines”. As a result, leaders gain mastery over 70% of their future value creation potential.
The Longwealth approach helps companies harness the life force inside companies that builds intangible capital and generates 70% of future cashflows in a way that is recognised inside and outside the organisation.
Companies can thrive in the new era by building intangible “capital” that drives their perpetuity value. There are 10 vital signs that such companies share.
Companies are being increasingly subject to the crush of technology and pressure to deliver on near term results. Further, companies face more frequent, unexpected business, social and environmental crises. All this points to the pressing need to make fundamental changes in the way organisations are being built, to stand the test of time.
The productive durability of India’s Top-100 companies.
Our most recent study reveals the longevity potential of India’s top 100 companies. Collectively, they represent US$ 1 trillion of Scarce Capital. But some companies and industries do much better than others.
Our Vienna headquarters tap into the heritage of one of Europe’s most vibrant cities.
From Peter Drucker to Viktor Frankl, Vienna has been an intellectual powerhouse that has brought unprecedented innovations in science, philosophy, psychology and business to the world. Our headquarters in the heart of the city allow us to tap into these traditions and bring them to bear on our work with clients all over the world.
Thought leaders and what they think about the living machine model…
Conscious Leadership Guild – Founding Director – San Francisco
Benefit Company Bar Association – Co- Founding Director
Montgomery & Hansen LLP – Founder – Silicon Valley
Lex Ultima – Founder – Silicon Valley
I completely understand your elegant model which ties the 70% of a company’s value/wealth to its intangible assets – mindset, purpose, brand, culture, innovation and, ultimately, to the healthy life force of the leader/leadership.
At the core, your model is synchronous with where I and others like Frederic Laloux have arrived, which is to say that “life force” is the spirit of the collective life form.
What I like about your model is that it ties this kind of leadership with 70% of a company’s enterprise value. This puts the need for this kind of leadership into terms that “orange” business leaders who run the vast majority of businesses can understand.
To put it simply, your model makes optimizing the consciousness of the leadership a critical long-term success factor of a business because 70% of the enterprise value depends on it.
In my executive coaching practice, many of my clients are sent to me to enhance their “executive presence”, which in LaLoux’s framework means optimizing their state of being and consciousness as much as possible. I love the tie in your model between the self-perpetuating value of an enterprise and the optimization of consciousness of the leader(s). Your model may be the missing link to inspire the conventional companies to evolve… Brilliant.
You have developed a brilliant model to help companies harness their long-run potential. Given the crush of technology and focus on short-term profits, too many business people are focusing too much time and energy on day-to-day, or even minute-to-minute, operational details, instead of longer-term strategy.
Your long-term wealth creation thesis has real intellectual heft. As companies throughout the world come to understand the importance and superiority of a multi-year strategic focus, you are playing an important role in
the global move away from quarterly earnings myopia.
The methodology by which you connect scarce capital to long-term value is analytically the most impressive construct I have seen. You are taking off from where most financial analysis and DCF models end and applying yourself to the most important part of the valuation – the long–term value piece.
The central idea of your work is about solving the age old agency problem. Yet another benefit of your approach is that it unites shareholders and stakeholders of a company to have a common view based on lasting bottom line benefits. In the US, we have almost given up that the two can coexist with each other
Professor of Law – UC Berkeley
Formerly George E. Barrett Professor of Law and
Finance University of San Diego
Founder & trustee of Tomorrow’s Company
British Author – Governance Expert
Tommorow’s Company is so much aligned with your thinking at LongWealth and we share so much in common…
Your work is extremely fascinating and rigorous going deep inside the engine room of a company.
What stands out is the integrated view of business. And what I get from you is a working model of wealth creation not just platitudes and an external critique.
A clear generational element for family business, transition over time stands out to me. While I have approached this whole matter from a philosophical basis you have turned it into a highly nuanced analytical model; by using established language to drive home an avant-garde point of view much deeper than anyone I have seen…
Your vision for the future and how companies should think is spot on…
This is a commendable body of work you have managed to complete. It is special for it is half the battle won by taking the Scarce Capital’s value creation impact to the senior team of a business. You have done a remarkable job by bringing the Chairman/CEO into it. Some companies have tried this in the US, but it was an effort largely limited to the marketing department and did not make real impact”.
“There is tremendous opportunity to bring this process to the US and today there is a fertile ground to implement a brand equity tool for managing long term value. Your process goes way beyond what the entire marketing industry has adopted for measuring brand equity for the past 20 years.
Most companies in the US are not getting under the hood and looking at deeper issues like you do with the
Living Machine process. As a result, many of our valuable brands are in the danger of becoming value brands
which fight for market share driven by pricing out each other.
“I would very much want to discuss further and find ways to bring this approach to US clients. I believe Howard Schultz should be one among the first, we should call upon. I am sure he will understand this’.
Previously Chief Brand Officer at
Leonard M. Lodish, Ph.D
Samuel R. Harrell Professor – Professor of Marketing
Vice Dean – Program for Social Impact
Michael Porter’s recent HBR article ‘Shared Value’ was just platitudes…
We are looking for somebody like you who has modelled shareholder and stakeholder management in a rigorous way to show its interconnectedness.
This could be published in high quality academic peer reviewed journals for the world to better appreciate the future path.