Intelligent Performance:
The presence or absence of intelligent performance is the force that clearly differentiates the
business winners from the losers in today's business environment. Up to the late 1990s,
company attributes such as size, heft and prestige provided safe-haven, stability and market
share for many of the dominant companies of the time. Since the early 2000s, however, those
same attributes have been at the root of the downfall of some companies that have since
become commercial dinosaurs. They were companies who thought they could rest on their
laurels, only to end up in the "La Brea Business Tar Pits". Disruption is the new norm.
Alertness, quickness and the capacity to learn, reason and understand the new world of
commerce is the stuff of intelligent performance.
SO, how does InGear address Intelligent Performance?
We specialize in understanding that most important and primary of business resources -
people. People are #1 - not widgets, bandwidth, or swag. A business is nothing other than a
network of humans participating with each other as a tribe, of sorts. They interact through the
functions of management, operations, customers, suppliers, and regulators. People come in all
shapes, sizes, intellects and attitudes. Their common currency is the substance of their lives.
They spend that currency in a lifelong search for value. Understand what drives and motivates
people and you understand the magic that creates a successful business.
Just as humans are guided by intelligent performance, a businesses should be guided by
intelligent performance. Without considering the elements of moral judgement, a competent
drug dealer or thief employs the same degree of intelligent performance as a competent real
estate agent or stock broker. Each are strategists and tacticians in their own right. Intelligent
performance is their common success element in their hunt for value. The only difference
between the thief and the broker are the consequences experienced because of the choices
that they have made.
The content involved with providing or receiving value is not different between the individual or
a group of individuals acting together as a business. What is different is the context
experienced during the process of providing or receiving value. In the business context, the
pieces must lock together in a way that achieves a common mindset aimed at achieving a
common objective. The key to that "lock" is understanding the power of asking the right
questions. The diligent pursuit of understanding, framing, addressing, and answering questions
(hard work if done correctly) is the process that hones the intelligent performance of a
business that results in effective, consistent and sustainable performance.
Every question should produce an answer and every answer should be immediately subject to
questioning. Hence, the InGear Corporation tagline is: "All Answers Questioned Here".
The presence or absence of intelligent performance is the force that clearly differentiates the
business winners from the losers in today's business environment. Up to the late 1990s,
company attributes such as size, heft and prestige provided safe-haven, stability and market
share for many of the dominant companies of the time. Since the early 2000s, however, those
same attributes have been at the root of the downfall of some companies that have since
become commercial dinosaurs. They were companies who thought they could rest on their
laurels, only to end up in the "La Brea Business Tar Pits". Disruption is the new norm.
Alertness, quickness and the capacity to learn, reason and understand the new world of
commerce is the stuff of intelligent performance.
SO, how does InGear address Intelligent Performance?
We specialize in understanding that most important and primary of business resources -
people. People are #1 - not widgets, bandwidth, or swag. A business is nothing other than a
network of humans participating with each other as a tribe, of sorts. They interact through the
functions of management, operations, customers, suppliers, and regulators. People come in all
shapes, sizes, intellects and attitudes. Their common currency is the substance of their lives.
They spend that currency in a lifelong search for value. Understand what drives and motivates
people and you understand the magic that creates a successful business.
Just as humans are guided by intelligent performance, a businesses should be guided by
intelligent performance. Without considering the elements of moral judgement, a competent
drug dealer or thief employs the same degree of intelligent performance as a competent real
estate agent or stock broker. Each are strategists and tacticians in their own right. Intelligent
performance is their common success element in their hunt for value. The only difference
between the thief and the broker are the consequences experienced because of the choices
that they have made.
The content involved with providing or receiving value is not different between the individual or
a group of individuals acting together as a business. What is different is the context
experienced during the process of providing or receiving value. In the business context, the
pieces must lock together in a way that achieves a common mindset aimed at achieving a
common objective. The key to that "lock" is understanding the power of asking the right
questions. The diligent pursuit of understanding, framing, addressing, and answering questions
(hard work if done correctly) is the process that hones the intelligent performance of a
business that results in effective, consistent and sustainable performance.
Every question should produce an answer and every answer should be immediately subject to
questioning. Hence, the InGear Corporation tagline is: "All Answers Questioned Here".
Value Creation and Capture
The concept of value is tricky stuff. In some contexts, the term "value" has almost become a
hackneyed word. Yet, understanding how to create, organize and capture value is critical to
the success of a business. A seldom recognized gap exists between creating value and
The concept of value is tricky stuff. In some contexts, the term "value" has almost become a
hackneyed word. Yet, understanding how to create, organize and capture value is critical to
the success of a business. A seldom recognized gap exists between creating value and
capturing value. The gap is
evidenced by a large number
of companies that have
launched great ideas but
have been unable to
capitalize on the success of
their service or product.
Some of these companies
were able to monetize their
innovation over the
short-term but they never
shifted their strategy and
tactics from gaining revenue
(value creation) to gaining
bottom-line profits (value
evidenced by a large number
of companies that have
launched great ideas but
have been unable to
capitalize on the success of
their service or product.
Some of these companies
were able to monetize their
innovation over the
short-term but they never
shifted their strategy and
tactics from gaining revenue
(value creation) to gaining
bottom-line profits (value
capture). They were unable to capture the value from their own innovation.
Breaking the value chain into its individual parts provides significant perspective. Value
creation is measured by customer acceptance. It is created when the benefits of something
exceed the cost of something. The monetary measure of benefits and cost is just one customer
view. Customers employ many other measures of their acceptance of benefits and cost.
Customers will pay for the value that has been created. The value that has been created and
recognized by the customer as revenue, however, must also be captured by the creator of the
value as profit.
SO, how do we address Value?
It is impossible to capture value without creating value. The strategy and tactics that direct the
value chain, however, must respect value capture as highly as value creation - even more so if
the company intends to remain in business. The value chain does not just extend from your
company to your customer, it must include every element within the business. The mutual
processes of value creation and value capture must be identified from the outset and linked
throughout the life of the product or service. The best incentive to create (and continue to
create) value is the ability to capture value. In fact, the objective of a profitable company
should actually be to capture more value than it has created from its own efforts.
The "how" to accomplish the value capture objective is a specialty of InGear Corporation. It all
begins with being able to clearly define the value proposition which is an art unto itself.
Breaking the value chain into its individual parts provides significant perspective. Value
creation is measured by customer acceptance. It is created when the benefits of something
exceed the cost of something. The monetary measure of benefits and cost is just one customer
view. Customers employ many other measures of their acceptance of benefits and cost.
Customers will pay for the value that has been created. The value that has been created and
recognized by the customer as revenue, however, must also be captured by the creator of the
value as profit.
SO, how do we address Value?
It is impossible to capture value without creating value. The strategy and tactics that direct the
value chain, however, must respect value capture as highly as value creation - even more so if
the company intends to remain in business. The value chain does not just extend from your
company to your customer, it must include every element within the business. The mutual
processes of value creation and value capture must be identified from the outset and linked
throughout the life of the product or service. The best incentive to create (and continue to
create) value is the ability to capture value. In fact, the objective of a profitable company
should actually be to capture more value than it has created from its own efforts.
The "how" to accomplish the value capture objective is a specialty of InGear Corporation. It all
begins with being able to clearly define the value proposition which is an art unto itself.
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