Strategy Driven

JULY 13, 2011

Value: The Four Cornerstones of Corporate Finance by Tim Koller. While you can find numerous books focused on the topic of corporate finance, few offer the type of information managers need to help them make important decisions day in and day out. Discusses the four foundational principles of corporate finance.

ROIC 62

ROIC Balanced Scorecard Metrics McKinsey 62

Harvard Business Review

NOVEMBER 23, 2010

Have you ever met a sales executive or a CIO who said: "Sales is too important to be left to Sales" or "IT is too important to be left to IT"? Second, line managers cant execute HR-related actions, like running interviews or performance appraisals, by nature. Thats different in IT, accounting, or finance. Im sick about it.

CIO 15

CIO Guidelines Telecommunications Emotional Intelligence 15

Harvard Business Review

APRIL 5, 2016

All things considered (interests, age, health, finances), early 2016 seemed like the right time. One long-time United Way executive, for example , parlayed his social service experience into becoming a police officer and then detective at the age of 50. That’s one of the reasons, for example, that 4.5

Career 8

Career Balanced Scorecard Consultative Learning-by-Doing 8

Harvard Business Review

NOVEMBER 23, 2010

Organizations that move into developing nations to help small technical businesses, must help those businesses manage their finances. People need at least a rudimentary understanding of finance to become good entrepreneurs or artisans. People need at least a rudimentary understanding of finance to become good entrepreneurs or artisans.

Books 13

Books Guidelines Banking Telecommunications 13

Harvard Business Review

NOVEMBER 22, 2010

Comments The Buzz on Green Business in China I visited Beijing last week, speaking to a group of corporate executives assembled by a major NGO to work on climate change issues. Besides the meeting itself, I was struck by the considerable focus on green issues in China.

NGO 14

NGO Chemicals Guidelines Telecommunications 14

Harvard Business Review

NOVEMBER 23, 2010

Susaans work with senior executives over the last 30 years shows over and again that the people (mostly men) who rise to senior levels in organizations have a preference for operating in the abstract. Typically, these executives focus on the "what" and the "what if" and not the "how," which of course is the realm of process people.

Process 14

Process CEO Insurance Banking 14

Harvard Business Review

NOVEMBER 23, 2010

Harvard Business Review Cart My Account Downloads Explore Today on HBR Blogs Magazine Books Authors Store Harvard Business School Topics Change Management Competition Innovation Leadership Strategy Skills Emotional Intelligence Managing Yourself Measuring Business Performance Project Management Strategy Execution Industries Finance & Insurance (..)

Guidelines 13

Guidelines Telecommunications Emotional Intelligence Balanced Scorecard 13