Coaching Tip

DECEMBER 24, 2010

By Guest Authors from Booz & Company : Partner, Paul Leinwand and Managing Director, Cesare Mainardi . Winners, on the other hand, define the fundamental identity of the company by developing a clear idea of what they do best and how they create value for customers. As a result, they forgo the right to win in any market. .

Strategy 178

Strategy Short-term Competitive Advantage Fixed Assets 178

Strategy Driven

MARCH 18, 2011

We’ve established a strong correlation between coherence, as we define it, and superior performance over time in a number of industries. Those companies that focus on building a system of three to six best-in-class, interlocking capabilities that support their way to play achieve a right to win in their industries. SD : Why now?

Resources 51

Resources Industry System Strategy 51

Harvard Business Review

OCTOBER 15, 2013

At many companies the total cash investment in acquisitions, R&D, and fixed assets has not earned back its cost of capital after adjusting for the time lag in realizing incremental benefits. It reflected the reality that a lot of GE’s growth will be coming from the developing world, and the leaders have to be there.

P&L 8

P&L Fixed Assets Charan Delegation 8

Harvard Business Review

FEBRUARY 7, 2017

Companies deliver superior results when executives manage for long-term value creation and resist pressure from analysts and investors to focus excessively on meeting Wall Street’s quarterly earnings expectations. It started with developing a proprietary Corporate Horizon Index. This has long seemed intuitively true to us.

Long-term 8

Long-term EPS Short-term Management 8