Harvard Business Review

APRIL 26, 2017

It’s been more than 25 years since Bill Gates dismissed retail banks as “dinosaurs,” but the statement may be as true today as it was then. Banking for small and medium-sized enterprises (SMEs) has been astonishingly unaffected by the rise of the Internet.

Banking 12

Banking Stage-Gate Credit Scoring Competitive Advantage 12

Harvard Business Review

SEPTEMBER 4, 2017

We know that great ideas that drive breakthroughs in productivity come from human beings with the time, talent and energy to innovate. One step in reversing this trend is to start treating hours like dollars, with a real opportunity cost. Both Kaizen events and Agile sprints are investments in innovation and human capital productivity.

Human Capital 15

Human Capital Kaizen Agility Energy 15

Harvard Business Review

JUNE 26, 2015

Managing death more effectively can provide numerous benefits: It can boost profits significantly, lower the cost of capital, and reduce complexity in operations, which can improve the performance of concepts that are in the early and midlife stages. There are individuals — and even firms — that specialize in liquidations.)

Retail 8

Retail Cost of Capital Price Discount 8

Harvard Business Review

OCTOBER 25, 2018

To analyze the superstar dynamics of firms, our metric was economic profit, a measure of a firm’s profit above and beyond opportunity cost. (To To do this, we take the firm’s returns, deduct the cost of capital, and multiply by the firm’s total invested capital.) and Chinese tech firms.

Industry 12

Industry Company GDP Bottom-up 12

Harvard Business Review

APRIL 16, 2012

Strategic cash usually is invested in high quality short-term securities; this ensures safety and liquidity, but produces a meager return on investment—especially in a low interest rate environment—and does not achieve the company's cost of capital. How Should You Approach Strategic Cash?

Company 13

Company Cost of Capital Finance Long-term 13

Harvard Business Review

AUGUST 27, 2015

Companies in the top one-fifth of profitability earn, in aggregate, about 70 times more economic profit (accounting profit less cost of capital) than those in the middle three-fifths combined, according to McKinsey’s database of 3,000 large, publicly listed, nonfinancial U.S. This underinvestment has a real cost to U.S.

ROIC 8

ROIC McKinsey GDP Company 8

Harvard Business Review

JUNE 27, 2012

A list of the top 20 banks today contains only seven that were on the list a decade ago. real revenue and profit growth and earning their cost of capital has steadily declined. A similar pattern hold for airlines. And for telecom. And for many others. In the past decade, the percentage of companies achieving even 5.5%

Creativity 14

Creativity Long-term Kotter Cost of Capital 14