• The drivers of the enterprise’s major value creating activities become visible and known.
  • The enterprise is able to much more accurately project its future cash flows under various assumptions.
  • The enterprise at all levels works as one, synchronized unit.
  • The constraints to value creation in the enterprise are identified, reduced, or eliminated.
  • The enterprise continuously measures and improves on how it creates value.
  • The CEO and leadership team get measurably better performance and engagement from their employees.
  • The enterprise focuses its efforts on what creates the most value (and stops putting effort into that which does not).
  • Employees at all levels are aware of how their performance operationally impacts financial performance and they actively contribute to operational and financial improvement.
  • The employees are better able to optimize their own operating activities to drive intended financial results.
  • Meetings become highly productive, therefore more enjoyable.
  • Employees at all levels are much more responsive to both external and internal customers.
  • Hidden waste in the work system is revealed so it can be eliminated.


  • Profits grow and/or are more consistent because expensive inefficiencies are removed.
  • New cash is available because formerly invisible leaks and blocks in value creation are removed.
  • Sales revenues increase due to greater alignment of Operations with Sales.
  • More available cash creates opportunities to invest in new assets or grow cash reserves.
  • Opportunity costs drop because staff now see, buy into, and act on the overall Value Cycle – how value is created by the enterprise.

The Mosu Management System generates results for the enterprise during the process to install it. It continues to generate results for the enterprise thereafter.