Harvard Business Review
FEBRUARY 8, 2018
They devote far more time to internal execution and competitive risks than to external risks that can change the playing field. This means that many emerging market risks get cut from the senior leadership agenda. Top leaders tend to focus more on status updates than on contingency planning.
Harvard Business Review
MARCH 10, 2011
Many are deeply uncertain about which initiatives they should fund — and one root of this indecision is a general lack of confidence in the cost of capital projections they are using to make the call. More than one-third of organizations forecast explicit cash flows for the first 10 years of a project.
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Harvard Business Review
MARCH 26, 2015
The marketing and sales team of one major technology vendor, for instance, partnered with risk to assemble a range of financing packages to help its mid-market clients fund upgrades, manage invoice payments, and smooth cash flows. The finance team brought its scenario modeling tools to bear.
Harvard Business Review
JANUARY 15, 2014
If so, we should use a set of processes when designing and launching businesses that are geared for prediction — ask the right questions, perform the right analyses, plan production and supply chain for predictable variations on projected sales. An easy way to begin addressing the problem is to examine the accuracy of your projections.
Harvard Business Review
MARCH 10, 2011
Estimating the rate at which to discount the cash flows — the cost of equity capital — is an integral part of the exercise, and the choice of rate has a significant effect on estimates of a project's or a company's value. One of the architects of the survey, Mark Scott, is also one of its beneficiaries.
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