Harvard Business Review

OCTOBER 15, 2013

While the obvious decisions that CEOs need to get right involve strategy and competitive advantage, too many executives delegate away three critical decisions that they need to own: decisions about goals, resource allocation, and people. Goal setting : As a rule, CEOs don’t give enough attention to setting goals.

P&L 8

P&L Fixed Assets Charan Delegation 8

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. With Discovery-Driven Growth , Rita and Ian offer managers everywhere a time-tested blueprint for planning and executing a strategic growth agenda with confidence – in any market.

Innovation 50

Innovation NPV Business Model Constraint 50

Harvard Business Review

OCTOBER 3, 2011

Second, he or she needs to understand how capital markets work. Companies that manage for shareholder value, the thinking goes, do whatever it takes to engineer an ever-higher market price. A CEO's job is about resource allocation with a goal of earning a return in excess of the opportunity cost of capital.

Short-term 11

Short-term Long-term Price CEO 11