Omdömen om The Baseline Revolution

The book “The Baseline Revolution” and the company assessment methods advocated in the book interact with each other. Testimonials about one often refer to both. In this listing, we have put testimonials where they mainly belong.

Comments that mainly refer to using the Baseline approach in practice:


Baseline Reporting™ is a revolutionary new way, “80 per cent accounting-free”, to review, assess and report on a company. At present, more than 1,500 busi­nesses have used one or more of the four Baseline Reporting components. None of these businesses have, in the aftermath, felt that the approach was anything but success­ful.
The testimonials are examples of CEO and auditor comments. While company names have been withheld, all testimonials represent real cases. Most applica­tions refer to Business Idea (“Outside-In”) and Business Position (“RealBiz®”), since these two processes were the first to be standardized and computer-supported.
Companies have used the approach to get an alternative review of their busi­ness, comparing results of this assessment with conventional financial methods. The general comment is that they have found the process “more helpful than they ever expected.” See more specific comments below!
The 1,500 businesses represent a wide range of sizes, industries and owner­ship types. They include companies in developed market economies, post-communist countries and developing countries. Busi­ness­-wise, they include insurance com­panies, airport administrations, pension funds, railroads, units of big industrial groups, retail chains, investment, telecom, distribution, chemistry, hard metals, manufacturing industry, agricultural companies, service companies and many others. The method is not limited in any way by any of these variables. Neither do country of origin or legal system pose any limits on the use of the method, pro­vid­ed com­panies work in a market economy. Several of the companies have come back for repeat assessments.
The processes have always involved top management participation. Usually, the whole management team has been involved, sometimes also the full board or individual board members. Auditors have often played an important role.

Examples of testimonials:

(Automotive equipment company president, after the first application, in 2002): “The greatest benefit was that the partly new management team got a clear all-encompassing picture of the company´s situation. The process confirmed many of the features we ´believed´ but were not convinced of or in agreement on.”
(Same president after a repeat process in 2004): “This year´s process was even better than last year´s. It was easier for me to assimilate and I found it easier to realize where we stand. I only regret that we did not include our chairman from the beginning. Our risks and opportunities were extremely well laid out.”
(Energy company CEO and president): “This review gave considerable insight into the serious difficulties our business faced. We could take very specific action, and we are today a leader in our business.” (After the second analysis, in which the full board participated): “The board now has extensive under­standing of what we are doing. We could also demonstrate clearly that some of the threats we diagnosed last year have now been reduced.”
(Medical equipment company CEO): “Thanks for showing, through your unique model, in an interesting and very clear way, the strategic situation we are facing, and the decisions we consequently must take.”
(Agricultural company CEO): “For the first time we got a complete overall picture and a new understanding of the company´s total situation. I also got an educa­tional support system that made it easy to communicate our situation both to the staff and to the board. We have taken very specific action as a result of what came out of the process.”
(Life insurance company CEO): “I learnt more about the company in one day through this approach than I have learnt in the eight years I have been working here!”
(Retail company CEO): “The report and the structured process leading up to it created a common platform which was verified in words and numbers. This way of reporting has considerably improved communication between board and management.”
(Credit card company CEO): “One director specifically pointed to the value for the board to have a report based on business facts, not financial numbers.”
(Chief internal auditor of a major railroad group): “Using this method in our internal auditing process helped us focus directly on areas where we needed to take action. We have been able to increase the precision in our work, while at the same time saving 75 percent of our work time.”
(Chief internal auditor of an airport authority): “We gained more info in one than day than conventional reporting would have given in three weeks or more.”
(Bank CEO): “This method works excellently, partly to help us assess a com­pany before a financing decision, but, which is often more important, to help the company take the right decisions to choose its direction.”

(From a management consultant report): “The method distinguishes itself from conventional reporting by using financial information only for limited purposes. The main focus is on the company´s relationships with its environment. Summing up, we have gained a lot more than we expected when we started.”