October 2007
Chris Coughlin explains how spinning off some of the company’s largest businesses was the key to ensuring its long-term growth.
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July 2007
Companies that stick to valuation basics can capture any value that would make them attractive for takeover bids.
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May 2007
A fine-grained approach to growth is essential for making the right choices about where to compete.
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April 2007
Executives see opportunities as well as risks in the global business landscape, yet many are not addressing them.
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April 2007
Few large global companies outperform their competitors on both revenue growth and profitability over a decade. Do those that do have anything else in common?
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April 2007
As investors demand that companies actively manage their business portfolios, executives must increasingly balance investment opportunities against the capital that's available to finance them.
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December 2006
The latest boom in merger activity appears to be creating more value for the shareholders of the acquiring companies.
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November 2006
By tapping into local networks, companies can serve low-income markets profitably, delivering significant value to shareholders while creating the essential market infrastructure for economic development in the neediest communities.
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July 2006
M&A executives at the most successful US companies understand not only how acquisitions create value but also how to enlist the support of the organization.
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March 2006
Companies find growth enticing, but a strong return on invested capital is more sustainable.
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February 2006
The head of the Danish industrial-controls company wants to make China one of its core markets.
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November 2005
How to avoid the cognitive biases that undermine market entry decisions.
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August 2005
The largest corporations rarely sustain strong growth unless they compete in the right places at the right times.
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August 2005
A survey uncovers shared perspectives on the challenges now facing companies, but IT execs must still sell tech innovation to business leaders.
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May 2005
Partial perspectives may be true in themselves, but you must combine them to see the world as it really is.
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May 2005
As the quickening pace of globalization creates both new markets and new competitors, hopes contend with fears.
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April 2005
Markets may expect solid performance over the short term, but they also value sustained performance over the long term. How can companies manage both time frames?
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February 2005
The benefits are many for corporations that can walk this tightrope.
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November 2004
The confidence of executives around the world has fallen during the past year, and they are dubious about the prospects for trade liberalization in a second Bush administration.
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February 2004
Companies should ask three critical questions as they shift from cost-cutting to expansion mode.
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November 2003
It’s good to take risks—if you manage them well.
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August 2003
Generating great performance requires a more dynamic approach to building and adapting a company’s capabilities than merely squeezing its operations.
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June 2002
The new generation of corporate venturers might still be wet behind the ears, but they have shown that they can catalyze growth in the organization as a whole.
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November 2001
Is the belief that mergers drive revenue growth a delusion?
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August 2001
How can corporations make themselves more like the market? An excerpt from the best-selling book.
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August 2001
Speed in building a business is sometimes advisable, even necessary. But more often than not, it kills.
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November 1999
Some people believe that "it is different this time." Others don't.
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May 1997
An interview with Laurent Beaudoin, chairman and CEO, Bombardier Inc.
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November 1996
With revenue increases of 25 percent a year, how do the world’s best growth companies do it? A few steps at a time, each bringing options and new capabilities. No formulas, just astute bundling of competences, skills, assets, and relationships.
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May 1996
Diversification into high-tech: focus on market value. External milestones remove commercial uncertainties. Marry your technology resources to the market knowledge of current players.
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May 1996
LBOs outbid corporate buyers and then produce extraordinary returns. How do they do it? A study of over 800 acquisitions shatters some myths about the value of timing and leverage. Don’t do the deal if you can’t find the leader.
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May 1996
Digital technology, telephone deregulation, and home computing are opening up the possibility of exciting growth prospects in pay-TV, cable and wireless telephony, and network-based services. Yet investing in them is risky, since potential losses could be substantial.
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February 1996
For much of the 1980s, food and packaged goods companies could do no wrong. More recently, however, industry performance has come crashing back to earth.
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February 1996
Why do so many growth strategies fail to realize their aspirations, yielding either far less growth than expected or growth that generates no profits? McKinsey highlights two requirements for profitable growth.
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August 1995
Forty-one companies with sustained growth of over 20 percent. To understand them, forget diminishing returns and classical economics. Reinforcing loops and growth cycles.
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May 1995
The brilliance of a strategy may lie in overcoming powerful secondary effects.
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