Certified Organisation Performance Analyst (COPA)

Just look at modern companies such as Uber, Lyft, and Goto, which recorded losses during their initial public offerings (IPO) yet still attracted substantial investor funding.

Investors now assess organisational performance not only through tangible assets (finance) but also through intangible assets, such as people (human assets), business processes (structural assets), customers (relational assets), and leadership (power assets).

The growing emphasis on intangible assets has disrupted established business practices, giving rise to strategies such as burning capital, aggressively building reputation, offering exceptionally high compensation, and investing heavily upfront. This intense and often destructive competition places significant pressure on established organisations whose performance models remain primarily profit-driven.

Can established organisations survive disruption?
Yes, but only by redefining performance beyond profit. As a financial asset, profit remains essential, yet it cannot sustain performance alone. Leaders must develop COPA competencies to measure, map, analyse, and improve financial, human, and relational assets, then transform their synergy into structural strength for sustainable organisational performance.