Mills Scofield

NOVEMBER 30, 2011

I : Wow, cool, and that’s going to let us help so many more customers and markets than we can now! SQ : This makes sense in the long run, but remember, we are measured on quarterly results. SQ : This makes sense in the long run, but remember, we are measured on quarterly results.

Fixed Assets 125

Fixed Assets Short-term Long-term Innovation 125

Harvard Business Review

DECEMBER 17, 2018

Questions like this involving issues like politics, human rights, or equality often present themselves sooner or later for any business operating in global markets. Over the course of the last few decades, multinationals have entered and left “frontier markets” like Venezuela, Cuba, Iran, Vietnam, Myanmar, and others.

Politics 12

Politics Short-term Long-term Banking 12

Harvard Business Review

JANUARY 3, 2011

Companies that demonstrate strategic coherence — think Wal-Mart and Coca-Cola — earn a market premium in terms of higher earnings and greater shareholder value. Leaders need to look past Wall Street-pleasing adjacencies or new businesses, and instead make sure their core strategy will result in long-term success.

Strategy 15

Strategy Fixed Assets Competitive Advantage Long-term 15

Harvard Business Review

FEBRUARY 7, 2017

Companies deliver superior results when executives manage for long-term value creation and resist pressure from analysts and investors to focus excessively on meeting Wall Street’s quarterly earnings expectations. This has long seemed intuitively true to us. Who are these overachievers and how did we identify them?

Long-term 8

Long-term EPS Short-term Management 8