Harvard Business

APRIL 5, 2017

While a laudable effort in principle, measuring a company’s tendency to make myopic operating and investing decisions is fiendishly complex. But the other indicators probably pick up legitimate differences in how companies in the sample operate, as opposed to whether they are myopic.

Metrics 30

Metrics Study Cash Flow McKinsey 30

Harvard Business

MARCH 1, 2018

The constantly fluctuating number of barrels of crude available from nimble shale operations is a primary driver, but so are the long-term impact of increased fuel efficiency and the fits and starts of the global transition away from fossil fuels on world demand. .—while The soaring U.S.

Cash Flow 37

Cash Flow Transportation Balance Sheet Energy 37

Harvard Business

OCTOBER 21, 2016

This can disrupt a firm’s ability to operate on schedule and budget. Of the respondents, 72% said that climate change presents risks that could significantly impact their operations, revenue, or expenditures. Companies are also experiencing risks in their manufacturing due to resource depletion – particularly water.

Study 28

Study Efficiency Productivity Operations 28

MishTalk

JULY 11, 2014

This has been labelled the “second phase of global liquidity”, to differentiate it from the pre-crisis phase, which was largely centred on banks expanding their cross-border operations. As a result, extraordinary accommodation can induce major adjustments in asset prices and financial flows elsewhere. Policy responses matter too.

Balance Sheet 74

Balance Sheet Financial Banking Policies 74

Harvard Business

FEBRUARY 7, 2017

New research, led by a team from McKinsey Global Institute in cooperation with FCLT Global , found that companies that operate with a true long-term mindset have consistently outperformed their industry peers since 2001 across almost every financial measure that matters. The differences were dramatic. for all other companies.

Management 28

Management Metrics Financial Company 28