However there are dangers in this approach. If responsibility for business equity is shelved onto accountancy teams, other sections will not have an understanding of how their activities can lead to the diminishing or increase in business equity. Ideally everyone should understand their role in developing and maintaining business equity.

The role of individual employees
Individual employees will add value to the company by way of producing goods and service s for sale after mobilizing the inputs. Each person needs to take responsibility to ensure that they do their work to the best of their ability and to the specification that was given to them at the start of their contract. After all if the organization is to collapse, they will be the ones losing their jobs whilst trying to negotiate with unsympathetic venture capitalists. Where there is a need to appraise the company, local members of staff need to cooperate by providing accurate and timely management information in order to facilitate the quick award of funding to the firm.

The Role of the Corporate Finance Team
The corporate finance team is responsible for coordinating all efforts to obtain funding for business projects. Among these sources of funding will be business equity. They will need to assess that the company’s business equity levels are measured, quantified and documented. Furthermore they will be at the forefront of ensuring that in any business deal, the company business equity is not sold way below the market price.

They also need to raise management information for senior managers, prepare reports for potential investors and will be at the forefront of all negotiations. There is also an important role to sensitize the general workforce and senior managers about some aspects of accounting for business equity which may be relevant to their line of work.

The Role of Senior Management Executives
Senior executives will control the overall strategy of the company. If they are not versed with the basic concepts of business equity, they might make management decisions that are inappropriate in terms of trying to build a good business equity portfolio.

Management should also ensure that all parts of the business are aware of the existence of business equity and that all business functions are carried out bearing this in mind the need to maximize business equity. Finally they will be making the final decisions as to whether to agree to any investment proposal so it is imperative that they are quite well versed with the concepts of business equity.

Conclusion
As we can see from the above discussion, everyone working in an organization needs to ensure that they understand that business equity represents the value of their organization and that as they carry out each of their roles, they need to ensure that they consider the ramifications on this metric.

The first thing to recognize that process means that activities are interrelated. The negligence of one part will lead to the collapse of other parts. The need to keep a strategic perspective to any activities will become even more acute if there is a particular problem with a process that requires undue attention from the managers. If a consequence of this attention is that other parts of the project fail, then it will show a lack of attention to the idea of strategic oversight.

The manager cannot be expected to know every aspect of a business process but what they must know are the implications of that process on the business. You can get away with not knowing what something is as long as you understand the role it plays. Subordinates will be able to assist in getting over the detail. The responsibility for executive action over process links is a serious matter.

Structure also has a role to play here. The manager does not need to dictate every single convolution of a business process. However they could be well advised to create a template of minimum standards to which each team can work. The lack of structure has been known to work very well amongst creative people but given the importance of business performance management, this approach is less desirable. Therefore as a minimum the various aspects of the organization should be structured enough to at least be able to communicate and work with other departments.

Managers need to be aware of the evolutionary nature of business processes. This is a necessary progression for them to either cope with change or as a result of innovation by different members of the organization. The manager should not be in a mindset where they have a prepared negative answer to any form of request from the teams to change the processes. This sparks of traditionalism and failure to consider that innovation can be harnessed even during a performance management exercise.

On the other hand the manager also needs to be weary of those employees who change things just for the sake of changing things. They will suggest innovations that add little value to the business but create an awful lot of trouble and work for everyone else. Others might be on an ego trip and will be looking to impress managers with their endless proposals for improvement. The key is to strike a balance between allowing genuine innovation to flourish and preventing unnecessary shocks to the existing business systems in the name of giving overzealous employees an energy rush.