Influence, Relevance and Growth: Corporate Strategics for a Changing World
The IRG comprises 10 quantitative parameters that measure the influence of a Business, its relevance and its capability to become a positive contributor to economic growth.
We offer an objective corporate system to foster a solid foundation for shared economic prosperity.
The corporation has the gravitas, and so the strength to suggest and to shape policy through status, contacts, and competences. If so, it is capable of creating consensus around its key strategic charters
The corporation is perceived as being closely connected to priorities and having an appropriate understanding of those matters
By attending to its influence and relevance, the corporation protects shareholders’ value and its long-term vitality. It becomes a sought-after, visible constituent for industry content, relevant to policymakers in safeguarding and stimulating economic growth and the well-being of society
10 Parameters Assess the “Influence”, “Relevance” and “Growth” of a Corporation
Guidelines: The index assesses each parameter: 1 Min – 3 Max, the perfect score is 30.
of interviewees say that CEOs should take the lead on change rather than waiting for government to impose it. From 2018 to 2020 this has gone up 9 points
believe that it is important that their employer’s CEO speak out on one or more of these issues:
Training for jobs of the future - 84
Automation – impact on jobs - 81
Income inequality - 81
Diversity - 77
Climate Change - 73
Immigration - 62
believe that capitalism today does more harm than good in the world.
Human society has an increasingly urgent need for a specialized operator to identify and enhance a new arrangement among its out-of-sync key democratic constituents: Governments, Corporations, NGOs, and Media. Among these four pillars, the public impression of competence and influence, and the respect it engenders, has tilted significantly in favor of corporations. NeWest Strategics is that specialized operator, providing measurable, quantifiable, and comprehensive answers to the challenges arising from these new expectations.
Companies have created unprecedented wealth, designed sophisticated technology and intensive global value chains, largely monopolizing the pool of available talents. The public sector, in contrast, has remained at the margins of these processes, understanding and know-how, and with limited talents. Cold-called in when crisis erupted, it has revealed itself to be ill-equipped to manage such complex and yet global problems.
There is wide consensus that business is best at generating value for owners, being both an engine of innovation and driving economic prosperity. Nevertheless, companies are still feverishly trying to provide answers to stakeholders by intensifying corporate social responsibility and, as of late, by aiming to be “sustainable”.
While these practices are commendable and should continue, they fall short of providing the leadership and answers highlighted earlier.
Against this background, the IRG provides a holistic, quantitative and measurable methodology to help CEOs and corporations align to the changed societal context and become influential in order to inspire and cooperate with policy makers to ensure concrete answers, better understanding of industrial challenges, opportunities for job creation, and a more inclusive economic growth.
*Source: 2020 Edelman Trust Barometer
1. Company Governance
measures the soundness of the governance, its board members’ capabilities/ fit to support the mission, its structure and related evaluation procedures
2. Industry Leadership
measures the impact of the Corporation within its own sector(s).
3. Financial Influence
measures the Corporation’s effective and perceived financial strength.
4. Industry Power
assesses the positioning of the Corporation in shaping the terms of the debate domestically/ regionally and/or globally beyond its own sector(s) and/or adjacent ones
5. Innovation Excellence
focuses on the role of the Corporation as a global innovator within the industry.
6. World Citizenship
measures the Corporation’s actions, presence, leadership in key national and international fora; addressing globally/regionally/ locally sustainable and innovative themes for societal/industry well-being; becoming a thought-leader and sought after partner/counselor.
7. Media Strength
the ability of the Corporation in communicating the 2-3 strategic themes for contributing to the societal well being; in engaging its stakeholders, in promoting its world-citizenship vision in a “statesman like” fashion; in being perceived competent advisor to hone/ address the issues at stakes.
8. Thought Leadership
the Corporation’s capability to contribute to industry / managerial development with cutting edge best practices and opinions, and to make them known to external constituencies.
9. Social Responsibility / Diversity / Sustainability
the Corporation’s plans and stance in supporting these themes internally (workplace) and externally.
10. Human Capital
measures the attractiveness of the Corporation as a workplace/employer and its effort in supporting employees' professional growth, in attracting talents, and responding to emerging new needs.