Great Leadership By Dan

MAY 14, 2015

The focus of leaders is on utilizing people as a company’s most important product, to establish missions, strategies and goals for the organization. Good leadership begins with identifying key resources with competencies that meets the demands of a business’s vision and strategy.

Leadership 120

Leadership Attrition Human Capital System 120

Harvard Business Review

MAY 4, 2017

When Patrick Collison, CEO of electronic payments company Stripe, helped kick off our second-year strategy course at the Stanford Graduate School of Business this year, he observed that this has created one of the most profound differences in decision criteria between leaders in industrial-era and internet-era companies. So is Facebook.

Collison 8

Collison Net Present Value Company Short-term 8

Harvard Business Review

SEPTEMBER 27, 2012

Successful companies shape their high-level strategies by relying not on complicated frameworks but on simple rules of thumb. It illustrates how simple rules can help companies shape strategy in an uncertain environment. Rail accounted for only 20% of long-haul shipments in Brazil, compared with 80% in most countries.

Strategy 8

Strategy Proposal Guidelines Net Present Value 8

Harvard Business Review

JULY 1, 2016

Activist investors challenge management strategies. Investors and others ask why companies binge on buybacks while skimping on value-creating investment opportunities. Properly understood, maximizing shareholder value means allocating resources so as to maximize long-term cash flow.

Short-term 8

Short-term Long-term Objective Incentives 8

Harvard Business Review

OCTOBER 3, 2011

Creating Shareholder Value. Critics imply that managing for shareholder value is all about maximizing the short-term stock price. Companies that manage for shareholder value, the thinking goes, do whatever it takes to engineer an ever-higher market price. In the very long haul, earnings and cash flow converge.

Short-term 12

Short-term Long-term Price CEO 12

Harvard Business Review

NOVEMBER 19, 2015

This requires applying different approaches to strategy and execution in different parts of their business, as well as constantly re-balancing exploitation (generating cash to support growth) and exploration (finding winning products and models). Adopt the right approach to strategy and execution in each part of the business.

Company 8

Company Succession Maturity Long-term 8

Harvard Business Review

NOVEMBER 25, 2013

Just 36 percent of CMOs, for example, have quantitatively proven the short-term impact of marketing spend, according to the 2013 CMO Survey (and for demonstrating long-term impact, that figure drops to 32 percent). To date, however, the reality of marketing analytics has fallen short of the promise. Why is this so challenging?

CFO 8

CFO Short-term Long-term Benchmarking 8