Corporate Critical Density

Preview of the book:

Corporate Critical Density

Leveraging Companies to Occupy Wall Street

(with a case-study on Unilever Sustainable Living Plan)

Jayaraman Rajah Iyer

Corporate Critical Density

Dear Corporate Managers,

I wish to bring to your attention that on 24th November 2011 a Guardian Sustainability Business-Unilever Sustainable Living live Debate brought out a number of issues, well articulated by Paul Polman CEO of Unilever inaugurating the issue of Five Levers of Change. The panelists were Tensie Whelan, president at the Rainforest Alliance, David Jones global CEO at Havas, a global advertising and communications services group, Malini Mehra founder & CEO of the Centre for Social Markets (CSM) and the moderator David Dimbleby. The five levers of change is mainly on effecting a change in the attitude of individuals, society, industry and government as Paul Polman explains and indeed a tough target to implement.

Several issues were raised during the debate. I addressed them comprehensively and have released an eBook titled: Corporate Critical Density: sub-titled: Leveraging Companies to Occupy Wall Street (with a case-study on Unilever Sustainable Living Plan).

Corporate Critical Density – is a measure of perfectly matched Corporate and a Balance Sheet of Strategies. Goldilocks effect help the Corporates and assists Governments to govern where Intangible helps to measure strategies. As we know today strategies are left midway resulting in losses when Intangible comes to the rescue in bringing together the energies and skills of Corporates establishing a clear lead in profits.

Dr. John Dumay of University of Sydney Business School sometime back evinced interest in my theory of antimatter colliding with matter to create pure energy that I refer to as Intangible and its application . For the first time Intangible has been well analyzed exhaustively to be defined as energy that facilitates management of all material events precisely, as it was the case of zero when found as a number on its own right that opened up the theory of numbers. Understanding intangible as energy force is an important change of mindset corporate must get accustomed to. The book addresses what KPMG-EIU on CSR, in a survey of 558 global companies by KPMG International in cooperation with Economist Intelligence Unit on Corporate Sustainability – KPMG – EIU a Progress report– there is a stunning statement – Many firms are grappling with the problem of deciding exactly what and how to measure – page 16; Deciding how to measure is more difficult than deciding what to measure. -(EIU report findings).

The jargon created hitherto can be correctly interpreted as to its basis and foundation with the term Intangible defined herein. What Sveiby said a few years back on Knowledge Management, “ B: Information focused, that is: “the value in knowledge comes out when it is made explicit in the form of  information”. I’d say 80% of KM investment is made under this assumption; it is US led and heavily promoted by IT firms.’ ‘KM defined as B. above: yes definitely a fad, because the returns on the enormous investments now made under the label “KM”, will not be justified.’ the subsequent events have reinforced his prophetic statement.

When Corporate Critical Density is described as a Balance Sheet of Strategies, it makes you to realize it is a Balance Sheet of Policies and Practices, one clicking on to the other, like debits and credits of a trial balance, not left in a limbo of jargons. From the book you will note usage of terms like Intellectual Value Capital, Emotional Value Capital, Intangible Value Capital are measured to what it means and how. Corporate must learn the basics of Intangible as to how the misuse of the term prevented published national accounts data excluded $4.1 trillion, as you can see from the book. How strategies be it Marketing, HR, Manufacturing, Innovations could be combined to arrive at a single digit value for one individual company and then can be added up to other companies to arrive at the industry average. Cause and effect of strategies are well compacted.

In this analysis of Corporate Critical Density there is an interesting analogy with protons and electrons as +ve and -ve charge to policies and practices bringing out why management of Corporate affairs is a simple arithmetic, without complex variables confusing the decision making. The analogy is extended to neutrons that have no charge as to how people or society or mainstream or stakeholders who have no charge and don’t influence Corporate identity but add to its mass. How participation of society enables energy within corporate multiplying c²(the speed of light times itself) by a fractional addition of its mass and how energy is lost when mass is missing. How ‘Corporate Critical Density’ with a perfectly pitched gravity balancing the optimal efficiency and values together allow, just right things to go on indefinitely.

Corporate Critical Density is derived from three sets of balance sheet of strategies for:

1. Sustainability of Optimal Efficiency,

2. Sustainability of Values, and

3. Sustainability of Profits, in that order relating the third factor to Sustainability of Living.

The book is available at Amazon http://www.amazon.com/dp/B006OUSIMC:

Smashwords https://www.smashwords.com/books/view/116592

Happy New Year 2012 with the message:

Budget for Strategies of – Marketing, HR, Production, Innovation and so on and keep track of them by real-time monitoring of Corporate Critical Density. Wish you Sustainability of Profits.

Jayaraman Rajah Iyer

Kodaikanal, India

28th December 2011

Corporate Critical Density

Corporate Critical Density SW

Corporate Critical Density iPad

 

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