Coaching Tip

DECEMBER 24, 2010

By Guest Authors from Booz & Company : Partner, Paul Leinwand and Managing Director, Cesare Mainardi . Emulating competitors and pursuing industry benchmarks rather than seeking differentiation. Bringing on more fixed assets, instead of building market-leading capabilities.

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.

Resources 52

Resources Industry System Strategy 52

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. Today most if not all industries are impacted by digitization—mobile technology, big data, and the like.

P&L 8

P&L Fixed Assets Charan Delegation 8

Strategy Driven

AUGUST 21, 2017

The industry calls this cross-platform compatibility and it’s something that far too many companies forget about. Finding Problem Areas to Fix. Now that you understand the effect of software and how it can optimise your business, let’s take a look at ways that you can actually find problematic areas to fix.

Software 50

Software Asset Management Fixed Assets Document 50

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. This has long seemed intuitively true to us. The returns to society and the overall economy were equally impressive.

Long-term 8

Long-term EPS Short-term Management 8

Harvard Business Review

DECEMBER 19, 2011

It is derived by adjusting for changes in gross margin, capital intensity (fixed assets as a proportion of total assets), and positively for sales surprise (the degree to which actual sales exceeds or falls short of forecast). Consider the following example that Vishal Gaur of Cornell, my frequent co-author, shared with me.

Retail 13

Retail Marketing Benchmarking Fixed Assets 13