1297 Posts found for Source: strategy+business

All leaders cast a shadow. It’s really easy to be a star when times are good. But when things are difficult, and particularly during times of great change, you learn what leaders are made of. People want confidence that you know where this is going. Then they’ll follow you.

Content: Quotation | Author: Michael Pennisi | Source: strategy+business | Subject: Leadership

Most well-meaning people are wrong about where startups come from. They believe startups come from innovation. But we found that startups come from what we call the “builder” quality: the entrepreneurial personality that leads people to start new ventures and bring them to success.

Content: Quotation | Author: Jim Clifton | Source: strategy+business | Subject: Entrepreneurship

Although executives intuitively know that taxes are important to the company’s ultimate profitability (and income available to shareholders), they don’t often evaluate these costs as part of the restructuring effort. Rather, they treat taxes as a cost of compliance, after the major decisions are made. Consequently, they are likely either to create tax inefficiencies or to miss opportunities to put their companies in a better … [ Read more ]

Content: Quotation | Authors: Deniz Caglar, John Ranke | Source: strategy+business | Subjects: Finance, Taxation

Trying to master every detail of your job in order to become an expert is a great strategy for keeping the job you have. But if your goal is to move to a higher level, your expertise is probably not going to get you there. In fact, such mastery often serves to trap you in your current role. […] Of course, we’re not advocating sloppy … [ Read more ]

Content: Quotation | Authors: Marshall Goldsmith, Sally Helgesen | Source: strategy+business | Subject: Career

People buy what you’re selling because they like and trust you, and because they believe that what you offer may have value for them. Why do they believe this? Because you so obviously do. Mesmerizing belief in the product is the secret of every great salesperson.

Content: Quotation | Authors: Marshall Goldsmith, Sally Helgesen | Source: strategy+business | Subject: Marketing / Sales

All of us — individuals, teams, and organizations — have weaknesses. These are not skill gaps; those can be corrected with learning. Weaknesses are inherent deficiencies of talent or capability that do not change even after aggressive efforts to improve them. Pride and our ingrained work ethic may cause us to deny our weaknesses, but acceptance is the first step toward designing for strength.

[…] … [ Read more ]

Content: Quotation | Author: John K. Coyle | Source: strategy+business | Subjects: Career, Human Resources, Management, Organizational Behavior, Personal Development

Moral character is a broad dimension of personality that captures a person’s tendency to think, feel, and behave in ethical ways. It subsumes a number of more specific traits. For example, guilt proneness is an important moral character trait. People who have high levels of guilt proneness have a strong conscience — they feel guilty when they make mistakes or let others down. Moreover, they … [ Read more ]

Content: Quotation | Author: Taya Cohen | Source: strategy+business | Subjects: Human Resources, Leadership, Organizational Behavior

Stopping doing certain things is a different route to innovation.

Content: Quotation | Author: Freek Vermeulen | Source: strategy+business | Subject: Innovation

Benchmarking is by definition where companies look at the best-performing companies in their industry. What companies don’t look at is the bottom-performing ones. Companies therefore are inclined to imitate the practice and strategies of the top 10 performing companies — whichever they pick in the benchmarking exercise. But of course different strategies and practices are often associated with different risks. Some strategies may, on average, … [ Read more ]

Content: Quotation | Author: Freek Vermeulen | Source: strategy+business | Subject: Best Practices

Lots of companies talk about agility and flexibility and change. I have some doubt about the importance of those attributes. There are still many relatively stable and homogeneous industries around. But also, understanding the need for change on an abstract level is different from understanding a specific case: saying, “Hey, this process, why are we doing it this way?” There’s a gap between having an … [ Read more ]

Content: Quotation | Author: Freek Vermeulen | Source: strategy+business | Subject: Management

If your team is debating the right mix of organic growth and acquisitions, don’t start by asking, What’s the right mix of growing organically and by acquisition? Instead, have your team focus on three different questions: How can we stretch the definition of our target customer, add to our value proposition, and commercialize our best capabilities in new ways? You and your colleagues have to … [ Read more ]

Content: Article | Author: Ken Favaro | Source: strategy+business | Subject: Strategy

You can sometimes develop discrete measurements of what a company’s intrinsic value might be under different operators by conducting due diligence for a merger or acquisition. But even in the absence of a potential transaction, you should still assess the hypothetical intrinsic value of your businesses if they were operated by someone else. This can help you establish strategies that maximize value. If one of … [ Read more ]

Content: Quotation | Authors: Aaron Gilcreast, Larry Jones | Source: strategy+business | Subjects: Finance, Management, Strategy

Total shareholder return is typically analyzed as the sum of price appreciation and dividend payouts over a given time period. But this analysis is problematic, because both of these component metrics represent the allocation, not the source, of created business value. They don’t explain what created the value that drove the share price higher or generated the cash needed to pay a dividend.

The actual drivers … [ Read more ]

Content: Quotation | Authors: Aaron Gilcreast, Larry Jones | Source: strategy+business | Subject: Finance

Intrinsic value is a forward-looking measure of the fundamental worth of a business. Defined as the present value of future cash flows generated by assets, it is a truer reflection than shareholder returns of the value of your strategies and your ability to execute them. When you use intrinsic value instead of TSR to guide decision making, you are less likely to worry about the … [ Read more ]

Content: Quotation | Authors: Aaron Gilcreast, Larry Jones | Source: strategy+business | Subject: Finance

Share price matters, as do your shareholders. But your share price is, by its nature, an output: a complex, rolled-up reflection of company performance, conjecture, fickle asset-class preferences, risk appetite, ownership mix, supply–demand equilibriums, and fluid expectations held by millions of shareholders who can change their minds in a millisecond. Good luck trying to manage that.

Moreover, your share price is subject to a more fundamental … [ Read more ]

Content: Quotation | Authors: Aaron Gilcreast, Larry Jones | Source: strategy+business | Subject: Finance

We should fear … “men of system,” as [Adam Smith] calls them, who insist they have all the answers and are ready to run roughshod over the self-interests of the other individuals in a company — or in society.

Content: Quotation | Author: Ryan Patrick Hanley | Source: strategy+business | Subjects: Management, Organizational Behavior

With tax rules changing and interest rates set to rise globally, companies need to organize their operations around a new value equation.

Content: Article | Author: Liz Sweigart | Source: strategy+business | Subjects: Accounting, Finance

Amy Edmondson describes three steps leaders can take to create psychological safety, the prerequisite for greater innovation and growth.

Content: Article | Author: Amy Edmondson | Source: strategy+business | Subjects: Human Resources, Management, Organizational Behavior

Businesses need to develop their behavior, cognitive, and network capital so they can create and capture value that competitors can’t erode.

Content: Article | Authors: John Sviokla, Miles Everson | Source: strategy+business | Subjects: Management, Strategy

As a business shapes its public reputation, hidden conflicts can undermine its effectiveness.

Content: Article | Authors: Jeffrey Schwartz, Malcolm Thompson, Maud Lindley | Source: strategy+business | Subjects: Human Resources, Management, Organizational Behavior