Harvard Business Review

MAY 6, 2016

This is a classic story of unintended consequences — inadvertently short-circuiting long-term management — to the detriment of companies, investors, and the economy. As earnings goals became harder to hit with internal growth, the company used most of its money for share buybacks to achieve its three-year earnings-per-share goals.

Long-term 8

Long-term Incentives Short-term Management 8

Harvard Business Review

OCTOBER 11, 2016

They modify their appearance, body language, and communication style — all components of executive presence (EP), that intangible element that defines leadership material. ” More than half (53%) of Latinas and 44% of Latinos say that EP at their company is defined by conforming to traditionally white, male standards.

EPS 8

EPS Banking Diversity Bottom-up 8

Strategy Driven

MAY 25, 2020

Dertee did this after his successful EP, “Defeating Gravity”. Businesses need to take this sort of perseverance to heart and lead forward with the goal of building a better tomorrow. Though his follow-up and first album, “Breaking Barriers”, did not see the same recognition, it did not stop him. Building Recognition.

EPS 101

EPS Tactics Strategy Audience 101

Harvard Business Review

NOVEMBER 1, 2011

Who declared 7 or 10 or 15 percent growth in earnings a sacrosanct pursuit, above all other corporate goals — like the innovation that leads to novel solutions that address customer needs? Nobody writes a paean to the search for 9 percent EPS growth. Moreover, pure growth targets are even wackier right now.

GAAP 8

GAAP Short-term P&L EPS 8

Harvard Business Review

FEBRUARY 24, 2017

” The blueprint included the company’s purpose, vision, values, and strategic goals, and fits on a single page. Once in place, it both generates commitment of employees and customers and puts the short term and the quarter in context as the immediate building blocks to longer-term goals.

CEO 9

CEO Short-term Long-term EPS 9

Harvard Business Review

MARCH 17, 2011

I was being asked to be the complementary half: the internal candidate would be the outward-facing VP running the Americas, but I would run the internal operations of the $200M+ business, owning the title "revenues manager." Lots of businesses run this way. And ultimately, they might not execute the plan because of the way I'd created it.

EPS 15

EPS Strategy Reference Execution 15

Harvard Business Review

OCTOBER 17, 2017

Crucially, he concludes that our unconscious mental frames “shape the goals we seek, the plans we make, the way we act, and what counts as a good or bad outcome of our actions.” , has shown how the way we frame such challenges shapes our reasoning and priorities much more than most of us recognize.

Morale 8

Morale EPS Supply Chain Politics 8