N2Growth Blog

APRIL 30, 2024

Hence, responsible business practices improve reputation and efficiency, ensuring long-term viability. It calls for courageous leadership from a board willing to innovate, collaborate, and inspire others to follow. It calls for courageous leadership from a board willing to innovate, collaborate, and inspire others to follow.

Ethics 217

Ethics Long-term Short-term Reputation 217

Skip Prichard

OCTOBER 3, 2022

They know that for deep purpose to take hold, both their daily actions and long-term strategic plans must be consistent with the overarching purpose. Based on my research, I have found that when leaders practice deep purpose, their long-term financial performance actually improves in comparison with their convenient-purpose counterparts.

Short-term 120

Short-term How To Long-term Operations 120

N2Growth Blog

MAY 3, 2017

So, it’s essential for leadership teams to pinpoint and honestly assess these capabilities. Forecasting Capabilities: How well does the leadership team know the industry? Customer Loyalty: Is the firm preferred among its customers? How easy is it for a customer to shift to another provider? Technology.

Strategy 261

Strategy Company Strategic Planning Market Segmentation 261

Brigette Hyacinth

JUNE 3, 2019

In the short term, they may produce results but in the long run they leave a trail of destruction in their path. “It Reduced Innovation – When employees feel like their ideas are invalid or live in constant fear of criticism, it’s eventually going to take a toll on creativity. Steve Jobs.

Micromanagement 45

Micromanagement Customer Loyalty Competitive Advantage Short-term 45

Harvard Business Review

DECEMBER 19, 2016

CEOs should actively manage five specific tensions in today’s complex global business environment: Disruptive innovation versus leveraging the company’s core strengths. Pursuing cost leadership versus differentiating for value. Leadership is changing — fast. Manage costs — or add value?

CEO 8

CEO Supply Chain Disruptive Innovation P&L 8

Harvard Business Review

MAY 29, 2012

Some want to hold their shares for only a short time and care only about tomorrow's stock price. Others are investing for retirement or to pay for a child's college tuition, and care about long-term returns. Some want their firms to make informal commitments to build employee and customer loyalty that will pay off in the future.

Short-term 14

Short-term Long-term Objective Customer Loyalty 14

Harvard Business Review

JULY 26, 2016

Moreover, this type of incentive system to motivate employees also aligned well with the more traditional management structures in Chinese companies where decision-making is centralized and leadership is equated to a large extent with adhering to quotas and other pre-established criteria.

Incentives 8

Incentives Management Long-term Short-term 8