Executive Layer
Enterprise Value Intelligence
Unify capital, cash, earnings, risk, carbon, assets, portfolio value, and agentic execution into a CFO-grade enterprise value model.
Core decision question
Which decisions maximize long-term enterprise value?
Every signal, context package, evidence pack, policy result, recommendation, human approval, action, replay, and learning artifact should serve this question.
North Star KPIs
Enterprise value growthRisk-adjusted returnCapital efficiencyCash resilienceStrategic decision velocityAgent workforce
Enterprise Value AgentCapital Intelligence AgentCash Intelligence AgentRisk Intelligence AgentPortfolio Intelligence AgentExecutive Decision AgentEnterprise integrations
SAP S/4HANADatabricksTreasuryTradingProject systemsCarbon systemsPortfolio systemsRisk systemsFuture UDPMonitored domains
CapitalCashEarningsRiskCarbonAssetsPortfolio valueBoard narrativeStrategic decisionsReference signal ticker
Signal visibility must be more than the word signal. Each mission shows reference signal counts, severity, scenario REF-TICK ID, and current blocked/recommended state. These are scenario proof shapes until connected to live traversal.
Reference signal generated from the scenario library; REF-TICK IDs show the expected production trace shape and are not attested live events.
8888 reference signals / scenario
1414 enterprise value-driver movements
ScenarioScenario event REF-TICK-99018 at 14:24
$1.8B$1.8B strategic exposure watch
Reference signals and recommended responses
| Signal | Source | Impact | Recommended response |
|---|---|---|---|
| Value-at-risk moved | Enterprise model | $1.8B strategic exposure | Open executive decision |
| Capital efficiency declined | Portfolio model | ROACE -0.4 pts | Recommend allocation change |
| Cash and carbon conflict | Treasury + carbon model | Trade-off required | Run board scenario |
Demo sequence
- Enterprise signal changes
- Capital, cash, earnings, risk, and carbon update
- Decision portfolio recalculates
- Executive alternatives shown
- Board explainability generated
Source-system traceability for major numbers
Every major value is tied to a source system, API object, data product, or source transaction. This answers where the number came from before BP asks.
Context pack: business unit: Group Finance · cost center: CC-1042 · entity code: BP-GROUP · owner: mission runtime.
| Number / metric | Source system or data product | Record / API object | Business context |
|---|---|---|---|
| $1.8B strategic exposure | Reference CFO enterprise value snapshot + Databricks shape | scenario_snapshot=REF-EVS-2026-06-06-009 | Owner: CFO |
| ROACE -0.4 pts | Portfolio model + SAP profitability | driver=ROACE-PORT-044 | Business unit: Group |
| $620M value-at-risk | Treasury + carbon + portfolio model | tradeoff=BOARD-SCEN-771 | Steward: CFO Office |
Evidence, policy, replay, learning, and action artifacts
Decision memory
| Runtime artifact | Identifier | Credibility proof |
|---|---|---|
| Evidence pack | EP-EV-99018 | data-evidence="pack" · source records and supporting documents |
| Policy ID | FIN-EV-2026-10 | Policy runtime gate evaluated before recommendation |
| Replay ID | REPLAY-EV-99018 | Replay available from signal through human judgment and action |
| Learning | patterns learned: 8 | Decision memory updates after accepted/rejected outcome |
| Action payload | CFO board-decision workflow | Next action: governed execution after approval limit $500K and human override check |
Alternative actions table
Alternative actions table. This is the concrete recommendation surface: bp Sphere shows what it recommends, what it rejected, the expected value, the risk, and the action path.
| Alternative action | Confidence | Expected value / impact | Risk / tradeoff | Action path |
|---|---|---|---|---|
| Shift capital to higher-value portfolio | 87% | +0.4 ROACE | Execution and carbon tradeoff | CFO decision |
| Protect cash under downside case | 90% | +$1.1B resilience | Growth opportunity cost | Treasurer action |
| Balance carbon and earnings tradeoff | 78% | $620M value-at-risk governed | Board policy judgment | Board scenario |
| Do nothing | 41% | No disruption | $1.8B strategic exposure remains | Not recommended |
Workshop challenge proof
| Challenge | Visible answer |
|---|---|
| Reference value snapshot | REF-EVS-2026-06-06-009 shows the target shape for binding capital, cash, earnings, risk, carbon, portfolio, and board narrative into one executive view. |
| Board alternatives | CFO can compare capital shift, cash protection, carbon/earnings tradeoff, and do-nothing case. |
| Enterprise consequence | Every action shows ROACE, liquidity, value-at-risk, board explainability, and accountable owner. |
Runtime injection console
Use these controls during the workshop to show the mission changing state. Injection creates a named runtime event, updates mission KPI/readiness, adds a replay row, and opens the trace from signal to learning.
Mission KPI
Enterprise value growth
Awaiting scenario injection.
Mission readiness
Baseline
No injected blockers or opportunities yet.
Latest replay event
None
Click an injection below to create a replayable runtime event.
| Time | Event | Scenario | Decision impact |
|---|---|---|---|
| --:--:-- | Waiting | No scenario injected | No mission state change |
Decision portfolio
| Decision | Impact | Owner | Status |
|---|---|---|---|
| Shift capital to higher value portfolio | +0.4 ROACE | CFO | Executive decision |
| Protect cash under downside case | +$1.1B resilience | Treasurer | Recommended |
| Balance carbon and earnings trade-off | $620M value-at-risk | Board | Scenario ready |
Vertical operating-model audit
This validates that the mission is useful from frontline work through enterprise steering: Agent Runtime → Analyst → Supervisor → Function Leader/Controller → FB&T Leader → CFO.
| Role layer | What this layer can do | Executive credibility proof |
|---|---|---|
| Agent Runtime | Enterprise value, capital, cash, risk, portfolio, and executive decision agents unify the enterprise model. | Enterprise value trace with capital, cash, earnings, risk, carbon, and board narrative. |
| Analyst | Prepare evidence and driver analysis for enterprise value changes. | Can explain source drivers behind value movement. |
| Supervisor | Monitor analysis quality, evidence, and unresolved decision inputs. | Can manage work required for executive decisions. |
| Function Leader / Enterprise Performance Lead | Optimize performance and value drivers across functions. | Can compare cross-functional interventions. |
| FB&T Leader | Orchestrate mission health, value creation, risk, and teams. | Can see which missions require intervention. |
| CFO | Steer enterprise performance and long-term value. | Can decide which strategic action maximizes value and why. |
Executive credibility scenarios
These are the scenarios BP can challenge live. The mission must show signal, context, evidence, policy, decision, action, replay, learning, and enterprise impact for each.
| Scenario | Inject | Expected runtime proof | Action |
|---|---|---|---|
| Capital market change | Cost of capital changes | Enterprise value, capital allocation, cash, and portfolio tradeoffs update. | |
| Commodity cycle shift | Commodity outlook changes | Risk-adjusted value and strategic decisions update. | |
| Major divestment | Divestment candidate appears | Value, risk, carbon, cash, and board explanation are visible. |
12+ dimension BP credibility audit
| Dimension | Visible proof requirement | This mission's answer |
|---|---|---|
| Signal | Business event or market movement is visible and linked to a mission decision. | Value-at-risk moved · Scenario event REF-TICK-99018 at 14:24 |
| Context | Entity, business unit, owner, system object, policy domain, and history are resolved. | Resolved through enterprise context graph: owner, system object, business unit, history, and policy domain. |
| Evidence | Source records, documents, approvals, and source-system snapshots are inspectable. | Evidence pack includes source system record, curated data snapshot, policy reference, and supporting document where applicable. |
| Policy | Authority, control, risk, accounting, tax, treasury, or investment policies are referenced. | Policy/runtime gate is evaluated before recommendation or action. |
| Decision | The mission produces a named decision object, not just a metric or chart. | Shift capital to higher value portfolio |
| Recommendation | Recommended response and alternatives are shown with impact. | Shift capital to higher-value portfolio · confidence 87% · impact +0.4 ROACE |
| Human Override | Human approval, rejection, override, or escalation path is explicit. | Approval, rejection, override reason, and escalation owner are retained in replay. |
| Action | Action payload is traceable to workflow, system update, notification, hold, hedge, or approval. | Executive decision |
| Replay | Event, context, evidence, policy, recommendation, human judgment, action, and outcome can be replayed. | Replay captures signal, context, evidence, policy, agent output, human judgment, action, outcome, and learning. |
| Learning | Accepted/rejected outcomes are captured as future pattern memory. | Outcome becomes pattern memory after human decision and realized impact are known. |
| Business Impact | Financial, risk, cash, control, or value impact is quantified. | +0.4 ROACE |
| Enterprise Integration | Systems of record, data products, APIs, and future UDP context layer are named. | SAP S/4HANA · Databricks · Treasury · Trading · example: Reference CFO enterprise value snapshot + Databricks shape |
| Source Drill-down | Users can drill from decision to source transaction, document, or curated data product. | Source drill-down points to SOR/API record, Databricks/UDP data product, document, or market feed behind the decision. |
| Confidence | The decision carries confidence and uncertainty drivers. | Confidence is shown in decision formation and decomposed into data freshness, evidence completeness, policy clarity, and model uncertainty. |
| Alternatives | At least two alternative actions or scenarios are available. | Shift capital to higher-value portfolio | Protect cash under downside case | Balance carbon and earnings tradeoff |
| Audit Trail | Every material step is retained with timestamp, actor/agent, evidence, and policy result. | Timestamped audit trail spans agent, human, policy, evidence, and action events. |
| Executive Narrative | The mission can produce an executive answer: what happened, why, what to do, and expected outcome. | Narrative answers what happened, why, recommended action, value, risk, and next owner. |
| Mission KPI | A mission-level KPI changes when the scenario changes. | Enterprise value growth |
| Readiness | Readiness or confidence updates when blockers, policies, or evidence status change. | Mission readiness/confidence updates when signals, evidence, policies, or blockers change. |
| Enterprise Impact | The mission shows enterprise-level consequence beyond one transaction. | Which decisions maximize long-term enterprise value? |
Runtime architecture
SignalBusiness event, market movement, policy breach, or performance variance.
ContextEntity, asset, customer, project, policy, historical pattern, and owner resolution.
Evidence + PolicySource records, documents, controls, authority, and data-quality checks.
Decision + ActionAlternatives, confidence, financial impact, owner, action payload, and approval path.
Replay + LearningFull trace, outcome, accepted/rejected recommendation, and pattern memory.