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Winning Now, Winning Later: Playing the Infinite Game

Leading Blog

W HEN David Cote became CEO of Honeywell in February of 2002, the company was a train wreck. Grow while keeping fixed costs constant. The resistance to the winning now, winning later mindset often comes from the leadership and not the frontline staff because they live the consequences of short-term think every day.

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Love Them and Lead Them

The Practical Leader

In his book, Lovemarks: The Future Beyond Brands , Kevin Roberts, CEO of the global advertising agency, Saatchi & Saatchi, explains that fads attract, but without love, it’s a passing infatuation. Airline revenues collapsed while fixed costs stayed high. Leadership is centered on emotions.

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Health Systems Need to Completely Reassess How They Manage Costs

Harvard Business Review

Investor-owned hospitals rarely have more than three or four layers of supervision between the nurse that touches patients and the CEO. One large nonprofit system that has been struggling with its costs had a “president of strategy,” prima facie evidence of a serious culture problem!

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What the Nonprofit Sector Needs to Reach Its Full Potential

Harvard Business Review

It has the Council on Foundations, which provides leadership and opportunity to philanthropic organizations. Imagine eliminating all of the redundancies in fixed costs. And just as the whole is greater than the sum of its parts, so too are the parts woefully less than a division of the whole.