Harvard Business Review

NOVEMBER 1, 2011

keep hearing from top executives at large, profitable companies that they're under "P&L pressure." What all senior executives seem to have forgotten — in some mass delusion — is that these growth targets are arbitrary. Nobody writes a paean to the search for 9 percent EPS growth.

GAAP 8

GAAP Short-term P&L EPS 8

Harvard Business Review

FEBRUARY 24, 2017

Great stories are credible, simple, consistent, and use both financial and nonfinancial metrics to link a long-term vision and firm values with a distinctive business strategy and focused operational priorities. ” The blueprint included the company’s purpose, vision, values, and strategic goals, and fits on a single page.

CEO 9

CEO Short-term Long-term EPS 9

Harvard Business Review

MARCH 17, 2011

A friend of mine, Godfrey Sullivan , asked me to consider running the operations for the Americas unit at Autodesk. Even then, she had a reputation for being an ass-kicking executive who could handle any situation — and indulge in some genial profanity. Here's what happened. Only sheer politeness kept me from hanging up.

EPS 15

EPS Strategy Reference Execution 15