Harvard Business Review

DECEMBER 30, 2013

Leaders have long recognized that an inherently diverse workforce – one that’s inclusive of women, people of color, and gay individuals – confers a competitive edge in selling products and services to diverse end users. Leadership roles are given to those who also look and act the part, who manifest “executive presence” (EP).

EPS 13

EPS Diversity Innovation Bottom-up 13

Harvard Business Review

JULY 17, 2014

Moving up in an organization depends on looking and acting like a leader, on being perceived as having “executive presence” (EP). According to research from the Center for Talent Innovation (CTI), EP constitutes 26% of what senior leaders say it takes to get to the next promotion.

EPS 8

EPS Hypercompetition Diversity Constraint 8

Harvard Business Review

OCTOBER 9, 2015

Recently, the Conference Board noted that the average tenure of S&P 500 CEOs had declined from 11.3 For many, buybacks are an explicit, ongoing part of their EPS growth formula (for example, 5% from organic growth, plus 3% from acquisitions, plus 2% from stock buybacks equals the desired double-digit EPS number).

Hedge 8

Hedge Short-term Long-term EPS 8

Harvard Business Review

APRIL 7, 2015

Consider management actions such as cutting jobs and investment as a response to currency fluctuations and the resulting accounting impact of those cuts on earnings per share (EPS). Share buybacks are preferred to investment in innovation, entrepreneurship, and value creation. This is a situation that cannot endure.

Management 8

Management Drucker EPS Short-term 8

Harvard Business Review

JANUARY 30, 2013

With Amazon, though, nobody emphasizes EPS. As he and two co-authors wrote in 2008 : The emphasis on earnings per share as the primary driver of share price and hence of shareholder value creation, to the exclusion of almost everything else, diverts resources away from investments whose payoff lies beyond the immediate horizon.

Training 10

Training Bond Christensen Long-term 10