KMSI is Asia Pacific’s Leader in providing Business, Financial and Sales Acumen.  We work with organisations to create business savvy leaders and professionals to drive real ROI.

Business Acumen and Perspective are two major competencies that are sell proficient in many professionals today.  This is due too busy to see the forest for the trees or don’t have the experience to react quickly enough.  Business Acumen is the ability to understand and articulate how the business operates and makes money.  To be proficient in business acumen you need to understand the various resources that a business uses, how to measure performance and how it achieves various states of returns such as earnings, profit, ROI, etc.  A business makes investments daily whether they are for additional resources, equipment, intellectual property, new products and services, or in project to improve efficiency, systems, processes, methodologies and the like.  Achieving a high level of business acumen in your organisation can improve your ROI.

Sales Acumen is the business acumen for the sales professional.  Sales people need to both understand the dynamics of their business as well as how their product or service fulfils the business expectations and returns in their clients environment.

Perspective is the ability to remove oneself from the day to day operations and observe the strategic outlook of activities in the business. “Get out of the trees so you can see the forest”  We can also simulate scenarios to highlight issues and problems in moving from strategy to execution.

Seeing A New Perspective…. Changes Everything


Business Acumen 360 diagnostic/assessment

It was developed in Australia under a joint venture between Quad Assessment and the RMIT, with continued research from Monash University.  From a 360 perspective, it looks at two variables across 11 different business acumen capabilities.  The variables are ‘importance’ in the role and the second is ‘demonstration’.  This makes it applicable across any executive or management position.  The 11 capabilities are both strategic (Mindset, Foresight, Broad Scanning, Strategic Alignment);  Operational are (Collaborative, Resource Management, Systems and Processes, Decision Making, Talent Development, Duty of Care and Financial Literacy). Research suggests that the strategic capabilities are lacking in most executives and therefore there is an opportunity to focus on the development and ongoing coaching of these capabilities.  

Business simulations through gamified learning.

Apples & Oranges – this is a one day introductory program on business acumen has a focus on financial literacy.  Can be implemented across several value chain examples: Service, Manufacturing, Health and Retail). A minimum of 10 participants is recommended.  There is no limit on the maximum.  I have conducted one with 80 participants together in one venue.

2 day MBA  Experience running a business and competing for resources across 7-11 years of operation.  Ideal number of participants is 18-24.  Complex situations such as mergers, acquisitions, partnerships etc can be integrated into the dynamics of a simulation or perhaps the complexities of a strategic change initiative.

i.      Tango – this is a two day competitive simulation base on the development and management of intangibles.  It balances the development and management of tangible and intangible aspects of a business including customers and employees.  This is more service focused than capital investments.

ii.      Decision Base – this is a competitive simulation based on manufacturing and market expansion.  It uses capital intensive resources as a dynamic.

iii.      Enterprise – this is also a competitive simulation based around the introduction of a new service or product line to be brought to market. 

Project Management – Cayenne is a one day simulation that focuses on achieving the business value (not PM operational management) set out by the business case.  It tracks the engagement of the stakeholders, steering group and the project team through the life cycle of a project.  Debriefs reflect on the association between the simulation and the a current initiative in order to retain maximum business value and reduce various risks.

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