CO2
APRIL 1, 2022
Generation Z , which includes anyone born between 1997 and 2012, influences your business more each day as the generation enters the workforce and its purchasing power increases. Gen Z is already responsible for $29 billion in purchasing power and more than $333 billion in influence. greater annualized total shareholder return (TSR) 7.7%
CO2
APRIL 1, 2022
Generation Z , which includes anyone born between 1997 and 2012, influences your business more each day as the generation enters the workforce and its purchasing power increases. Gen Z is already responsible for $29 billion in purchasing power and more than $333 billion in influence. greater annualized total shareholder return (TSR).
This site is protected by reCAPTCHA and the Google Privacy Policy and Terms of Service apply.
Harvard Business Review
SEPTEMBER 26, 2011
CEOs can use both signals and systems as powerful levers in tilting the focus of their company toward long-term societal value creation — which will take care of their shareholders perfectly well. Because people in organizations watch what their leader does and follow suit, the CEO wields a powerful lever: modeling desired behaviors.
Harvard Business Review
JANUARY 18, 2012
This answer is premised on the notion that the most objective test of a CEO's leadership ought to be how the company does during his or her full tenure at the helm, rather than the latest quarterly earnings of the company or the CEO's power, family pedigree or positive media coverage. Our top ranker. The young professionals.
Harvard Business Review
JUNE 29, 2018
Maybe a slimmed-down GE with only aviation, power, and renewable energy businesses will be able to focus on the strategy task of improving the customer competitiveness of that portfolio. Good luck with that, GE and Trian! Remember, the definition of insanity is to do the same thing and expect a different result.
Expert insights. Personalized for you.
78 
Let's personalize your content