Remove Cash Flow Remove Meeting Remove Metrics Remove Operations
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We Can’t Study Short-Termism Without the Right Metrics

Harvard Business

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
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Why We Need to Update Financial Reporting for the Digital Era

Harvard Business

They believe that they can always raise financial capital to meet their funding shortfall or use company stock or options to pay for acquisitions and employee wages. Business students are taught to value a company based on the discounted amounts of future cash flows or earnings. Analysts increasingly rely on non-GAAP metrics.

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A Blueprint for Digital Companies’ Financial Reporting

Harvard Business

It failed to meet its revenue and subscriber growth targets. The level and trend of a company’s top-line metric is an advance indicator of the success of its business model. Many of these metrics are disclosed in Facebook’s financial statements. What caused this slump?

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How to Improve Your Finance Skills (Even If You Hate Numbers)

Harvard Business

“The decision-makers will want to see a simple model that shows revenue, costs, overhead, and cash flow,” he says. The most important concepts to grasp are “how to measure profitability, EBITDA, operating income, revenue, and operating expenses,” he says. ” Focus on key metrics.

Finance 28
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The Comprehensive Business Case for Sustainability

Harvard Business

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. Redesigning products to meet environmental standards or social needs offers new business opportunities.

Study 28
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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. After all, “short-termism” does not correspond to any single quantifiable metric.