N2Growth Blog

JANUARY 6, 2024

Understanding the Role of a Chief Operating Officer A Chief Operating Officer (COO) holds a distinctive and crucial role in the corporate ecosystem. Equipped with a holistic view of the organization’s objectives and a deep understanding of its operations, a COO is often considered the key driver of operational excellence.

COO 284

COO Chief Operating Officer Efficiency Operations 284

Lead Change Blog

NOVEMBER 9, 2017

Its performance determines the health of your daily operations and the long-term success of your enterprise. With no obvious signs of disease, it may be tempting for the CEO or equity partner to think, “Well, the pain is mild and we’re managing through it, so let’s do the best we can and strive for improvement.”

Supply Chain 204

Supply Chain P&L EBITDA Handbook 204

Harvard Business Review

JUNE 29, 2012

For years, companies have been pouring money into people, processes, and technology that can help them manage risk. They clearly generate higher growth in revenue, EBITDA, and EBITDA/EV. Managers could keep the organization within acceptable tolerance ranges, driving performance to plan.

Risk Management 14

Risk Management Maturity EBITDA Management 14

Harvard Business Review

APRIL 5, 2017

While a laudable effort in principle, measuring a company’s tendency to make myopic operating and investing decisions is fiendishly complex. But the other indicators probably pick up legitimate differences in how companies in the sample operate, as opposed to whether they are myopic.

EPS 8

EPS Metrics Depreciation Short-term 8

Harvard Business Review

MARCH 31, 2017

But having a grasp of terms like EBITDA and net present value are important no matter where you sit on the org chart. The most important concepts to grasp are “how to measure profitability, EBITDA, operating income, revenue, and operating expenses,” he says. How can you boost your financial acumen?

Finance 8

Finance Skills EBITDA Net Present Value 8

Strategy Driven

MARCH 18, 2011

To demonstrate it, we’ve examined a number of industries and mapped the level of capabilities coherence in the portfolio of each of the major players against their operating margins over the past five years. Companies today operate in a business environment that encourages incoherence. We call this measure the ‘coherence premium.’

Resources 52

Resources Industry System Strategy 52

Harvard Business Review

MARCH 28, 2013

More goods get where they need to go and micro sellers remain in business, ready to resume normal operations when the flood is over and the NGOs fold up their tents. But that’s not what HHL Leipzig management school and BCG found when they looked at 225 start-ups that PE firms bought from one another between 2006 and 2012.

Supply Chain 8

Supply Chain EBITDA NGO Taylorism 8