You Don’t Drive Blind — So Why Manage a Business That Way? | Economics 3.0

Would you wait until your car engine blows up before taking it in for service—when the service light has been on for months?

Of course not.

If the warning light stays on, you know something is happening under the hood—whether you can hear it yet or not.

Yet this is exactly how many companies and investors manage their businesses and portfolios.

They wait for failure.They react only once risk has already impacted performance, valuation, or reputation.

Most still rely on financials and siloed data alone—even as warning lights flash for years:

• Talent attrition

• Socioeconomic exposure

• Supply-chain fragility

• Reputational risk

• Regulatory pressure

• Environmental and social dependencies

  
  

Financial P&Ls tell you what already happened.They do not tell you what’s quietly wearing down your engine.

Today, depending on the sector, up to 90% of enterprise value and profit is driven by intangible and sustainable business practices—the inner workings of how a company operates, governs, adapts, and manages risk.

• Brand trust

• Workforce capability

• Resilience

• Governance

• Social and environmental impacts

• The ability to perform under pressure

  
  

These are not “soft” issues. They are interconnected drivers of risk, value, and profitability.

Ignoring them because they don’t sit neatly on a balance sheet doesn’t make them disappear.It just makes the failure far more expensive when it arrives.

Sustainability isn’t about being “good.”It’s about seeing what actually drives value—before it shows up as cost, disruption, or loss.

The companies and investors that will outperform over the next decade won’t be the ones with the best narratives.They’ll be the ones with the clearest insight into what’s happening under the hood—and the discipline to act early.

That gap is exactly why we built Impakt IQ.

Most organizations make capital and operating decisions using systems that capture only 10–30% of the factors that now drive enterprise value. The remaining 70–90%—governance quality, workforce stability, supply-chain resilience, regulatory exposure, reputational risk—remains largely unmeasured, unaudited, and disconnected from financial decision-making.

We don’t replace ERP or finance systems.We integrate with them—translating non-financial risk and value drivers into decision-useful, auditable intelligence.

That’s what managing risk and value looks like in the era of Economics 3.0.

 contact@impaktiq.com