Existing unanimity about value creation is hidden in financials.

In every enterprise, senior leaders desire a coherent unanimity of purpose and priorities that is often not realized.  Undocumented, invisible, this unexpressed agreement remains consistently stranded.  Yet, when sufficiently awakened, the coherent voice of senior leaders crystallizes into a significant enterprise asset.  The financial statements' potential as a centerpiece for strengthening unanimity is often underutilized.  The statements contain a core set of facts that can be discovered collaboratively, especially when linked and documented with a shared glossary (a common language) about total value creation.

CEO and CFO roles have a built-in structure that generates dissonance.

Built-in structural dissonance can consistently thwart the CEO and CFO roles because of differences in business language and functional mindsets.  These differences create dissonance, detracting from the potential of a shared and fully aligned business framework.  We address this condition by developing basic measurement maturity skills for all enterprise leaders, while simultaneously applying the skills directly to serving current mandates. The CEO and CFO can find their whole-hearted unanimity on their core facts in a matter of hours.

Alignment begins with Senior Leaders and cascades downwards.

The leadership team can discover and document their own agreement on value creation, key drivers, and a core set of unarguable facts.  They can then continue to build ever-widening circles of aligned staff, who together can share and document increasingly complete and whole-hearted unanimity.

Over 50 percent of enterprise value-creating assets reside in staff job knowledge.

Implicit, tribal, and invisible wisdom can be harvested, documented, reported, and then integrated to guide staff excellence in value-creating activities. Deep Smarts (2005) from Harvard Business School Press asserts that at least 50 percent of the value-creating assets of any enterprise reside in staff's undocumented, inherent work experience and tacit job knowledge.

Whole-hearted unanimity springs from discovering core objective facts together.

When undocumented agreement gets recorded, whole-hearted unanimity can spring from the core objective facts discovered.  Unanimity produces both a valuable foundation of leverage, and a strong point of departure toward enterprise-wide alignment and excellence. 

Generally, there are one primary constraint and two to four secondary constraints in a complex work system.

In most organizations, effectiveness is thwarted by one primary constraint and two to four secondary constraints at any given time.  A necessary prerequisite to identifying these few constraints (out of the total existing set of constraints) is first learning about where every one of the value-creating activities are breaking down. Once a total set of disconnects is assembled, collaborative analysis can begin.

Any senior leader with requisite skills can build senior team unanimity.

Any senior leaders with requisite professional skills and/or sufficient training as a facilitator could use this book as a catalyst to build whole-hearted senior team unanimity.  However, in many cases, one may be well advised to enlist the shadow support of an experienced facilitator, coach, or process consultant to help with customizing BARD to fit with the enterprise culture as congruently as possible.