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. Of the 70,000 companies with market data available, more than 42,000 earned shareholder returns (dividends + stock price appreciation) below inflation.

Creativity 14

Creativity Long-term Kotter Cost of Capital 14

Harvard Business Review

SEPTEMBER 4, 2017

In The Good Jobs Strategy , Zeynep Ton, a professor at the MIT Sloan School of Management, demonstrates how the best retail companies align their customer value proposition with their operations strategy and their approach to human capital. This includes more autonomy and agility as well as inspirational leadership.

Human Capital 15

Human Capital Kaizen Agility Energy 15

Harvard Business Review

OCTOBER 3, 2011

Second, he or she needs to understand how capital markets work. Companies that manage for shareholder value, the thinking goes, do whatever it takes to engineer an ever-higher market price. A CEO's job is about resource allocation with a goal of earning a return in excess of the opportunity cost of capital.

Short-term 11

Short-term Long-term Price CEO 11

Harvard Business Review

DECEMBER 13, 2017

This has been a remarkable year for the markets. Investors punish companies with a short-term orientation by applying higher discount rates to them, which increases the cost of capital for those companies. Thus the further out the fruits of R&D, the less likely operating divisions are to conduct it.

Short-term 8

Short-term Decentralization Company Trends 8

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. With Discovery-Driven Growth , Rita and Ian offer managers everywhere a time-tested blueprint for planning and executing a strategic growth agenda with confidence – in any market.

Innovation 50

Innovation NPV Business Model Constraint 50