CoachStation

SEPTEMBER 16, 2015

We may well be overcomplicating the language of leadership and business. Gabrielle Dolan: The Future of Leadership Conference, Bris, Sept 2015 After attending the Future of Leadership – Workplace Culture conference in Brisbane last week I have been reflecting on the content from some of the speakers.

Storytelling 146

Storytelling Competitive Advantage Conference Cost of Capital 146

Harvard Business Review

DECEMBER 13, 2017

Investors punish companies with a short-term orientation by applying higher discount rates to them, which increases the cost of capital for those companies. In contrast, companies with a long-term orientation are rewarded with a lower cost of capital, which allows them to afford more innovation—a virtuous cycle.

Short-term 8

Short-term Decentralization Company Trends 8

Harvard Business Review

OCTOBER 15, 2013

CEOs face countless decisions. While the obvious decisions that CEOs need to get right involve strategy and competitive advantage, too many executives delegate away three critical decisions that they need to own: decisions about goals, resource allocation, and people. Decision making Leadership'

P&L 8

P&L Fixed Assets Charan Delegation 8

Terry Starbucker

AUGUST 29, 2010

Its CEO at the time was great at cutting costs and preserving capital, but investors weren’t buying it. And change it did, because the new CEO had a vision that went beyond product, and costs, and overhead, and costs of capital. And that CEO is Steve Jobs. It was about passion.

Technology 282

Technology Price Video Cost of Capital 282

Harvard Business Review

OCTOBER 3, 2011

This blog post is part of the HBR Online Forum The CEO's Role in Fixing the System. Most CEOs, as well as some of the other contributors to this forum, appear to have a false sense of what creating shareholder value means. It is now in vogue to dismiss the idea that creating shareholder value should be a CEO's guiding objective.

Short-term 11

Short-term Long-term Price CEO 11

Harvard Business Review

JUNE 27, 2012

My colleagues and I at Bain & Company have been tracking this for forty years, and we have never seen companies losing their leadership positions as quickly as they are today. Unlike dinosaurs, which had no conscious way to adapt to rapid changes around them, companies and CEOs have a choice. A similar pattern hold for airlines.

Creativity 14

Creativity Long-term Kotter Cost of Capital 14

Strategy Driven

SEPTEMBER 9, 2011

The logic of NPV is to project cash flows into the future and then discount those flows back into today’s dollars at a given cost of capital. Some current clients include F-Secure, Nokia, Microsoft, (and its CEO Summit), AXA Equitable, General Electric, Novartis, PPG Industries, the Stena Group and the World Economic Forum.

Innovation 50

Innovation NPV Business Model Constraint 50