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Lead with a Coherent Strategy

Coaching Tip

Bringing on more fixed assets, instead of building market-leading capabilities. Emulating competitors and pursuing industry benchmarks rather than seeking differentiation. Hedging bets with multiple options, which reinforces complexity and raises costs. Leaders must compel the organization to choose.

Strategy 178
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The Three Decisions You Need to Own

Harvard Business Review

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. The brilliant decision-makers look at the runway ahead.

P&L 8
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When a Country is Facing Political and Human Rights Issues, Should Businesses Leave or Stay?

Harvard Business Review

“I’ve had at least five instances where decisions like that had to be made,” the longtime CEO of Tupperware, Rick Goings, told me. ” The same is true for Tupperware, CEO Rick Goings said: “If you see how much weight people lost on average, my first concern is: how do we not abandon them?

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What It Takes to Be a Great Employer

Harvard Business Review

How crazy is it that companies are willing to invest in preventative maintenance on fixed assets such as their machinery, but typically won't make a comparable investment to enhance and sustain the health and well-being of their employees? Zappos is an example of a company that began with something as prosaic as selling shoes on line.

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Finally, Proof That Managing for the Long Term Pays Off

Harvard Business Review

As a result, despite persistent calls for more long-term behavior from us and from CEOs who share our views, such as Larry Fink of BlackRock and Mark Wiseman, the former head of the Canada Pension Plan Investment Board, a genuine debate has continued to rage among economists and analysts over whether short-termism really destroys value.