The ValueReporting Revolution: Moving Beyond the Earnings Game

First I should explain that I'm not a neutral reviewer: I have known one of the authors of this book (Bob Eccles) ever since he woke some of us up with his HBR article "The Performance Measurement Manifesto" almost ten years ago, and I've also met another of the authors (David Phillips) in the last year. Coupled with that, some of the work of my company (Metapraxis) on Business Driver Diagrams is mentioned in Chapter 1. I mention these points up-front in the interests of transparency, which is a core theme of the book itself.The book's thesis is that the investors of the future will reward companies for such transparency - in other words, those companies that understand, measure and publish information about leading indicators such as growth of market share as well as lagging indicators such as profit will be better rated than their competitors, other things being equal.This is pretty controversial stuff. After all, if you're the CEO or CFO of a major global multinational that's just announced on-target quarterly earnings, but your (currently confidential) internal leading edge indicators say that your market share is starting to fall, how exactly are your investors going to react if you decide to be brave enough to tell them all about it?There is clearly something of a problem here and I refer to it as the Paradox of the World's Bravest Customer. You don't know who that was? I think it was the guy who bought the world's first fax machine. Think about it.So undoubtedly there'll be some short-term pain for the pioneers, but once the markets start to see that a core group of innovative firms has the courage to disclose this kind of information (whether good or bad) then it's obvious that this disclosure will reduce the risks involved in these investments. And as John Maynard Keynes pointed out in 1910:"What would be a risky investment for an ignorant speculator may be exceptionally safe for the well-informed expert. The amount of risk to any investor practically depends, in fact, upon the degree of his ignorance respecting the circumstances and prospects of the investment he is considering." *The book is all about the revolutionary implications that follow through from this 90-year old observation. Whether you agree with the thesis or not, it will change the way you think about corporate information, business management and investor relations. I recommend it highly to CEOs, CFOs, IR heads, financial analysts and auditors, business school students and indeed to anyone embarking on a career in these areas.Robert Bittlestone: Managing Director, Metapraxis - London & New York* JM Keynes: Hopes Betrayed 1883-1920 by Robert Skidelsky (Vol 1); Ch. 9 Economic Orthodoxies. Skidelsky is quoting in turn from the "Collected Writings of JMK": xv 46-47....

If you want to learn about accounting scams, you probably need Mulford and Comiskey, The Financial Numbers Game. But for a broader view of the virtues and limits of accounting, Eccles and company have a lot to offer. You can skip or skim the somewhat overhyped stuff about the "ValueRevolution" itself (note that three of the authors come from PricewaterhouseCoopers, where they seem to be having some trouble with their space bar, or spacebar). Keep your best brain cells for chapters three through eight, where you get a look at the earnings obsession -- and just as useful, a suggestion of what investors really need and want. Note that one of the co-authors (Robert H. Herz) is the new head of the Financial Accounting Standards Board).

The Value Reporting Revolution offers a much needed attack on the status quo of financial reporting and, even more importantly, suggests some remedies. Weaving cases and data from original research, academic papers, and the business press, Eccles et al. have written an accessible guide with minimal accounting jargon and even touches of humor.After thorough analysis of the shortcomings of today's "earnings game," the authors map out a comprehensive approach to determining and sharing key financial and nonfinancial data that will help all business stakeholders assess a company's value. By using internal performance measurement tools such as the Balanced Scorecard for external reporting, companies can focus more clearly on creating value rather than face a quarterly scramble to burnish their earnings picture. Nonfinancial disclosure would also improve decision making for investors by providing a more complete picture of company operations and strategy.In addition to promoting a commitment to improved ongoing communications, the authors note that the Internet and recent financial disclosure regulation have enabled new entrants to develop and distribute a range of economic information and services that compete directly with traditional Big-5 and Wall Street firms. This could signify the end of the "double-secret, uber-whisper" the earnings rumors that reach (and reward) only a subset of a subset of people in the know.As an organizational consultant, this book was very helpful in clarifying the network of relationships among companies, analysts, regulators, accountants, and investors - and showing how they misestimate value and often move markets based on limited, asymmetric information. ValueReporting suggests an alternative way for companies to account for themselves that is aligned with sound management and sound investing.

The words "compelling" and "accounting" are seldom used in tandem, but there is no other way to describe this call to arms written by former Harvard Business School professor and three accountants at PricewaterhouseCoopers. The book, which is framed as a manifesto for change in the world of corporate reporting, is written in un-accountant-like language bordering on the subversive. It's main message: Traditional corporate reporting practices are inadequate and downright dangerous in the New Economy. They are inadequate because they don't capture the non-financial measures and intangible assets that now drive value. They are dangerous because they force investors to rely too heavily on short-term financial results, thereby contributing to unprecedented volatility in global equity markets. The authors' remedy? Disclosure of more and better information. This new model is presented in such detail that executives could use it as a blueprint in building new corporate reporting regimens. But you needn't be a corporate leader to appreciate the far-reaching implications of this book, which we at getAbstract.com recommend to all professionals as a - yes - compelling analysis of the current practice and evolving future of corporate reporting and its standards, pivotal benchmarks in the global economy.