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Go Long : Why Long-Term Thinking Is Your Best Short-Term Strategy / Brian Dumaine, Michael Useem, Rodney Zemmel, Dennis Carey.

By: Contributor(s): Material type: TextTextPublisher: Philadelphia : University of Pennsylvania Press, [2018]Copyright date: ©2018Description: 1 online resource (140 p.)Content type:
Media type:
Carrier type:
ISBN:
  • 9781613630891
Subject(s): Other classification:
  • online - DeGruyter
Online resources:
Contents:
Frontmatter -- Contents -- Foreword -- Introduction -- Part One. The Secrets of Leaders Who Go Long -- Chapter 1 Ford’s $48 Billion Turnaround -- Chapter 2 CVS Takes a $2 Billion Hit— on Purpose -- Chapter 3 Lead with a Purpose and the Profits Will Follow -- Chapter 4 Verizon’s Multibillion Dollar Bet -- Chapter 5 R&D Is the Last Place to Cut -- Chapter 6 Boards That Think Long -- Part Two. Why Long-Term Thinking Is Your Best Short-Term Strategy -- Chapter 7 Going Long Works -- Chapter 8 Helping CEOs to Think Long -- Chapter 9 Mastering Tomorrow -- Notes -- Acknowledgments -- Index -- About the Authors -- About Wharton School Press -- About The Wharton School
Summary: 800-CEO-READ BESTSELLERFeatured in Fortune, Harvard Business Review, and Entrepreneur, Go Long is "mandatory reading for the CEOs and boards of all public companies," according to David M. Rubenstein, co-founder and co-executive chairman of The Carlyle Group.The lifespans of companies are growing shorter each day. Why do some companies thrive and grow, while others fail?Inspired by the CEO Academy, the annual off-the-record gathering of chief executives organized by the authors, reveals how some of the world's most prominent business leaders resisted short-term pressures to successfully manage their organizations for the long term, and in turn, aim to create more jobs, more satisfied customers, and more shareholder wealth.In Go Long, authors Dennis Carey, Brian Dumaine, Michael Useem, and Rodney Zemmel take you behind the scenes to witness the business decisions that are enabling leading organizations to outsmart and outlast the competition.Why did CEO Larry Merlo allow CVS to take a $2 billion hit—on purpose? How did former CEO Alan Mulally maneuver Ford's $48 billion turnaround? How did director Maggie Wilderotter and her fellow board members engage top management to embark on an unusual exercise to help Hewlett Packard Enterprise build a long-term strategy? Why did former CEO Paul Polman turn back to Unilever's original mission of leading with a purpose to fuel profits? How did former Verizon CEO Ivan Seidenberg convince his investors and board to allow him to make a $150 billion bet? How did former CEO George Buckley find a way to address investor calls for 3M to spend less on research and development while still finding a way to innovate? These leaders argue that a short-term mindset might satisfy investors for this quarter or next, but there's a heavy price to be paid. Instead, they argue, long-term thinking is your best short-term strategy."Considering the enormous harm that short-term investing has done not only to companies, but to countries as well, this book should be required reading in boardrooms everywhere. A concise, powerful call for responsible, long-term business practices."—Kirkus Reviews"A must-read. If you're looking to build or lead a company that grows consistently not just from quarter to quarter, but year to year … this book is for you."—Indra Nooyi, Board of Directors, Amazon; former Chairman and CEO, PepsiCo, Inc.
Holdings
Item type Current library Call number URL Status Notes Barcode
eBook eBook Biblioteca "Angelicum" Pont. Univ. S.Tommaso d'Aquino Nuvola online online - DeGruyter (Browse shelf(Opens below)) Online access Not for loan (Accesso limitato) Accesso per gli utenti autorizzati / Access for authorized users (dgr)9781613630891

Frontmatter -- Contents -- Foreword -- Introduction -- Part One. The Secrets of Leaders Who Go Long -- Chapter 1 Ford’s $48 Billion Turnaround -- Chapter 2 CVS Takes a $2 Billion Hit— on Purpose -- Chapter 3 Lead with a Purpose and the Profits Will Follow -- Chapter 4 Verizon’s Multibillion Dollar Bet -- Chapter 5 R&D Is the Last Place to Cut -- Chapter 6 Boards That Think Long -- Part Two. Why Long-Term Thinking Is Your Best Short-Term Strategy -- Chapter 7 Going Long Works -- Chapter 8 Helping CEOs to Think Long -- Chapter 9 Mastering Tomorrow -- Notes -- Acknowledgments -- Index -- About the Authors -- About Wharton School Press -- About The Wharton School

restricted access online access with authorization star

http://purl.org/coar/access_right/c_16ec

800-CEO-READ BESTSELLERFeatured in Fortune, Harvard Business Review, and Entrepreneur, Go Long is "mandatory reading for the CEOs and boards of all public companies," according to David M. Rubenstein, co-founder and co-executive chairman of The Carlyle Group.The lifespans of companies are growing shorter each day. Why do some companies thrive and grow, while others fail?Inspired by the CEO Academy, the annual off-the-record gathering of chief executives organized by the authors, reveals how some of the world's most prominent business leaders resisted short-term pressures to successfully manage their organizations for the long term, and in turn, aim to create more jobs, more satisfied customers, and more shareholder wealth.In Go Long, authors Dennis Carey, Brian Dumaine, Michael Useem, and Rodney Zemmel take you behind the scenes to witness the business decisions that are enabling leading organizations to outsmart and outlast the competition.Why did CEO Larry Merlo allow CVS to take a $2 billion hit—on purpose? How did former CEO Alan Mulally maneuver Ford's $48 billion turnaround? How did director Maggie Wilderotter and her fellow board members engage top management to embark on an unusual exercise to help Hewlett Packard Enterprise build a long-term strategy? Why did former CEO Paul Polman turn back to Unilever's original mission of leading with a purpose to fuel profits? How did former Verizon CEO Ivan Seidenberg convince his investors and board to allow him to make a $150 billion bet? How did former CEO George Buckley find a way to address investor calls for 3M to spend less on research and development while still finding a way to innovate? These leaders argue that a short-term mindset might satisfy investors for this quarter or next, but there's a heavy price to be paid. Instead, they argue, long-term thinking is your best short-term strategy."Considering the enormous harm that short-term investing has done not only to companies, but to countries as well, this book should be required reading in boardrooms everywhere. A concise, powerful call for responsible, long-term business practices."—Kirkus Reviews"A must-read. If you're looking to build or lead a company that grows consistently not just from quarter to quarter, but year to year … this book is for you."—Indra Nooyi, Board of Directors, Amazon; former Chairman and CEO, PepsiCo, Inc.

Mode of access: Internet via World Wide Web.

In English.

Description based on online resource; title from PDF title page (publisher's Web site, viewed 28. Feb 2023)