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20 Quotes From The Daily Drucker

Six Disciplines

Leadership is not rank. You cannot prevent a major catastrophe, but you can build an organization that is battle-ready, where people trust one another. Listening (the first competence of leadership) is not a skill, it is a discipline. It is responsibility. All you have to do is keep your mouth shut. Luck never built a business.

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The Case for Investing More in People

Harvard Business Review

Similarly, many organizations are experimenting with using Agile sprints beyond the traditional areas of product development and innovation. This includes more autonomy and agility as well as inspirational leadership. Companies that follow the Toyota Production System use Kaizen events to improve productivity on the manufacturing line.

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The Three Decisions You Need to Own

Harvard Business Review

At many companies the total cash investment in acquisitions, R&D, and fixed assets has not earned back its cost of capital after adjusting for the time lag in realizing incremental benefits. Decision making Leadership' That outcome reflects the wrong allocation and/or ineffective execution.

P&L 8
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When "Creative Destruction" Destroys More than It Creates

Harvard Business Review

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. They can focus and simplify their organizations. real revenue and profit growth and earning their cost of capital has steadily declined.

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The Real Reasons Companies Are So Focused on the Short Term

Harvard Business Review

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.

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Is Your Business Biased Against Innovation?

Strategy Driven

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. What the doctor wants to get done is an efficient, organized practice, which runs with minimal continual inputs, with very little disruption. Net present value [NPV] is a case in point.