CO2

JANUARY 22, 2024

It’s the difference between being adrift and navigating with purpose toward success. As leaders, we too navigate choppy waters—market volatility, team dynamics, and the relentless pursuit of growth. They don’t just hold the map; they help chart the course to your true north. It’s not just about steering the ship.

Executive Coaching 78

Executive Coaching Course Execution EBITDA 78

Strategy Driven

MARCH 18, 2011

In The Essential Advantage : How to Win with a Capabilities-Driven Strategy , Booz & Company’s Paul Leinwand and Cesare Mainardi maintain that success in any market accrues to firms with a coherence premium – a tight match between their strategic direction and the capabilities that make them unique. Let’s go after it.”

Resources 52

Resources Industry System Strategy 52

Terry Starbucker

JANUARY 3, 2010

Over the course of my career I’ve assembled a very handy annual New Year’s “Checklist&# that helps get me focused and ready for the challenges to come in the days and months ahead, and well positioned for success. It’s much harder to give course corrections later if the ship has drifted way off course.

Leadership 418

Leadership Ethics Course Learning-by-Doing 418

Harvard Business Review

DECEMBER 10, 2012

There are times, of course, when companies systematically look at their portfolios and decide what to keep and what to cut. GE's expertise at building and marketing engineered products is legendary, but media and entertainment call for different skills. So how should you go about setting your strategy for divesting successfully?

Due Diligence 15

Due Diligence EBITDA Health Care Gordon 15

Harvard Business Review

JUNE 28, 2016

Compensation is, of course, more than money. It might be tempting to turn to the highest starting salary paid, which typically goes to the graduate with the most experience in the most competitive market, who often earns crazy money their first year. million EBITDA company for 4x paying $6 million and using 50% debt financing.

Consultative 8

Consultative CAGR EBITDA CEO 8

Harvard Business Review

FEBRUARY 6, 2015

An HBR team recently addressed that question by ranking CEOs according to the increases their companies have seen in total shareholder return and market capitalization across their whole tenures. This nonlinearity of course complicates the question of how one would arrive at a “net” assessment of a CEO’s legacy.

CEO 8

CEO Reputation Metrics EBITDA 8

Harvard Business Review

SEPTEMBER 27, 2012

Successful companies shape their high-level strategies by relying not on complicated frameworks but on simple rules of thumb. Employees frequently attribute breakdowns to incompetence or bad faith on the part of colleagues in other departments: "Those bozos in headquarters [or finance or marketing] screw everything up."

Strategy 8

Strategy Proposal Guidelines Net Present Value 8