Terry Starbucker
AUGUST 29, 2010
Its CEO at the time was great at cutting costs and preserving capital, but investors weren’t buying it. And change it did, because the new CEO had a vision that went beyond product, and costs, and overhead, and costs of capital. It was about passion. And about people who have it.
Harvard Business Review
MARCH 31, 2015
Companies are spending millions in litigation costs, efforts to restore brand loyalty, and refunds. It is true that that breaches are expected and have become a regular cost of doing business, but there are deeper reasons for the market’s failure to respond to these incidents. Let’s look in some more detail at a few cases.
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Harvard Business Review
OCTOBER 21, 2016
Yet executives are often reluctant to place sustainability core to their company’s business strategy in the mistaken belief that the costs outweigh the benefits. These unpriced natural capital costs are generally internalized until events like floods or droughts cause disruption to production processes or commodity price fluctuation.
Harvard Business Review
MAY 24, 2017
As a result of capital superabundancy, global quantitative easing and relatively low demand for investments in R&D and capital projects, the after-tax cost of borrowing for many companies is at or near inflation, making the real cost of borrowing close to zero. One way to do this is to measure the cost of meetings.
Strategy Driven
SEPTEMBER 9, 2011
The logic of NPV is to project cash flows into the future and then discount those flows back into today’s dollars at a given cost of capital. For instance, intelligent failures can add more value than predictable successes, and low-cost experimentation trumps analysis. Copyright 2011. Take newspapers. Be prepared.
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