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Venture Capitalists Are Looking for Failures

Women on Business

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. But I know the key now is to manage for failures. Be prepared to share what went wrong and dissect it.

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Benefits of Debriefing

Strategy Driven

market) risk obsolescence or irrelevance. Whether it’s called reflection, feedback, or postmortem – debriefing after every project or event is not an option – it’s an imperative! The first of the immediate and tangible benefits of debriefing is that it formally concludes a task or project.

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How Companies Say They’re Using Big Data

Harvard Business Review

Of the executives who report starting such a project, only 40.2% Companies that fail to adapt do so at their own competitive and market risk. In spite of the investment enthusiasm, and ambition to leverage the power of data to transform the enterprise, results vary in terms of success. report having success.

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Stop Trying to Predict Which New Products Will Succeed

Harvard Business Review

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.

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Still Many Ways to Skin a Capital Cost

Harvard Business Review

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.

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How CMOs and CROs Can Be Allies

Harvard Business Review

The risk team helped run the numbers to ensure the client met the right credit threshold, then marketing prepared the package and the reps went to work. The ability to offer financing gave the technology vendor a point of differentiation that helped it beat its revenue projection for the year.

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Why Sit on All that Cash? Firms Uncertain on Cost of Capital

Harvard Business Review

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?