Women on Business

MARCH 30, 2011

But I know the key now is to manage for failures. Also, a strategy I have learned is to create a “disengagement process” for getting out of a project that is showing triggering signs of failure. I mentioned before that I have had some failures in my business over the years. Painful lessons I certainly don’t want to repeat.

Venture Capitalist 236

Venture Capitalist Entrepreneur Learning-by-Doing Career 236

Strategy Driven

SEPTEMBER 12, 2011

market) risk obsolescence or irrelevance. Information overload is the management crisis of the 21stcentury. Whether it’s called reflection, feedback, or postmortem – debriefing after every project or event is not an option – it’s an imperative! But how is this done? Authors James D.

Short-term 64

Short-term Tools Learning-by-Doing Schein 64

Harvard Business Review

APRIL 28, 2017

Of the executives who report starting such a project, only 40.2% The biggest impediments to adoption relate to cultural challenges: organizational alignment, resistance or lack of understanding, and change management. Companies that fail to adapt do so at their own competitive and market risk. report having success.

Company 12

Company Chief Information Officer Parcell Survey 12

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. Tight convergence on a best practice may not be necessary, then, in this realm of management.

CAPM 13

CAPM Cost Discounted Cash Flow Cost of Capital 13

Harvard Business Review

MARCH 26, 2015

But in the aftermath of the financial crisis, risk managers have become increasingly involved in business strategy and decisions. That has coincided with marketing’s increased influence on strategy, driven by the unprecedented level of insights into customer behavior and trends that are now possible through analytics.

Credit Scoring 8

Credit Scoring Risk Management Finance Marketing 8

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. What's holding them back?

Cost of Capital 12

Cost of Capital CAPM Cost Discounted Cash Flow 12

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.

Market Risk 9

Market Risk Marketing Supply Chain Company 9