BCG

AUGUST 16, 2016

On the left side, record each mention of an internal topic, such as financial or operational performance, plans, metrics, organization, employees, or culture. Consumer-facing companies in developed economies have experienced little or no growth since the global recession of 2008 and 2009.

Company 40

Company Metrics Media Operations 40

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. FCLT and McKinsey rely on readily available and machine-readable accounting data to measure myopia. A number of factors can confound any conclusions based on coarse data.

Metrics 29

Metrics Study Cash Flow McKinsey 29

Harvard Business

MAY 23, 2018

Recall that Nokia dominated the mobile and smartphone markets in 2007-2008 when Apple launched the iPhone and Google the Android operating system. The new rivals revolutionized customer expectations, causing Nokia’s Symbian operating system to become outdated. Let’s go back to the drawing board.’

Strategy 28

Strategy Strategy Strategy& Analysis 28

Harvard Business

AUGUST 1, 2017

You’re not a data scientist. Get top-level guidance and metrics. Executives’ broad statements about the importance of learning are all well and good, but as a manager you need clear marching orders that include data and expectations. You’re not cut out for engineering. Sales isn’t what you do.

How To 28

How To Development Metrics Talent 28

Harvard Business

OCTOBER 21, 2016

This can disrupt a firm’s ability to operate on schedule and budget. In the largest study on climate change data and corporations, 8,000 supplier companies (that sell to 75 multinationals) reported on their level of climate risk. ” Improving risk management.

Study 28

Study Efficiency Productivity Operations 28

Organizational Talent Consulting

AUGUST 7, 2023

In a fast-paced digital workplace, leaders face increasing pressure to innovate, make data-driven decisions, and effectively lead a remote and multicultural workforce. The purpose includes creating value for customers, investing in employees, dealing fairly with suppliers, and supporting the communities where corporations operate.

Culture 52

Culture Financial Leadership Deloitte 52

Harvard Business

FEBRUARY 7, 2017

And yet we have not had the comprehensive data needed to quantify the payoff from managing for the long term — until now. After all, “short-termism” does not correspond to any single quantifiable metric. Who are these overachievers and how did we identify them? We’ll dive into those answers shortly.

Management 28

Management Metrics Financial Company 28