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What GE’s Board Could Have Done Differently

Harvard Business

During Jeff Immelt’s tenure as CEO of General Electric, from 2001 until 2017, the company’s stock price fell by over 30%, a decline of roughly $150 billion in shareholder value. In my view, however, the structure and processes of the GE board were poorly designed for effectively overseeing Immelt and his management team.

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Finally, Proof That Managing for the Long Term Pays Off

Harvard Business

Companies deliver superior results when executives manage for long-term value creation and resist pressure from analysts and investors to focus excessively on meeting Wall Street’s quarterly earnings expectations. This has long seemed intuitively true to us. The returns to society and the overall economy were equally impressive.

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Shockingly Bad Fiscal Health of Chicago (and the Financial Engineering Chicago Uses to Hide that Fact)

MishTalk

Although most governments are required to balance their budgets on a cash flow basis each fiscal year, a structural budget gap can arise when recurring expenditures are greater than recurring revenues. It is not a balance sheet test, but a cash flow test. This is one of several eligibility criteria.

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5 Ways the Best Companies Close the Strategy-Execution Gap

Harvard Business

Following the company’s go-private transaction in October 2013 , Dell put in place new models for strategy development, resource allocation, and performance management. Any deviation from management’s forecast meant failure, regardless of how effectively the strategy was executed. Take Google.