Skip Prichard

AUGUST 25, 2019

There’s nothing wrong with operating out of self-interest. All that corruption helped them hit quarterly EPS targets. He can tell you what’s moving in the right direction—and where we’re getting loose and need to tighten up operations. Let’s be candid: That’s part of the job. That’s what Wells Fargo did.

Competitive Advantage 102

Competitive Advantage Leadership Analysis Tips 102

Harvard Business Review

MARCH 1, 2024

To do that, executives need to rediscover the concept of economic profit (EP) — that is, revenue minus not just operating and administrative costs, but also the cost of the capital needed to produce that revenue.

EPS 28

EPS Cost of Capital Strategy Cost 28

Harvard Business Review

FEBRUARY 9, 2011

within large corporations) identified when asked what contributed to, or detracted from, "executive presence" (EP) at their firm. Indeed, half the women surveyed and 37% of the men considered appearance and EP to be intrinsically linked; they understood that if you don't look the part of a leader, you're not likely to be given the role.

EPS 17

EPS Banking Handbook Micromanagement 17

Harvard Business Review

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. On the surface, this measure looks reasonable.

EPS 12

EPS Metrics Depreciation Short-term 12

Harvard Business Review

OCTOBER 13, 2015

But the strengthening creates a serious challenge for the big American multinationals with large foreign operations. The real problem is that the earnings from their substantial foreign operations are translated back to the home country financials to produce fewer dollars of net profit.

EPS 8

EPS Short-term Cost of Capital Long-term 8

Harvard Business Review

FEBRUARY 24, 2017

Great stories are credible, simple, consistent, and use both financial and nonfinancial metrics to link a long-term vision and firm values with a distinctive business strategy and focused operational priorities. Bertolini observed that many of his peers had been promising 15% earnings per share (EPS), even during the financial crisis of 2009.

CEO 13

CEO Short-term Long-term EPS 13

Harvard Business Review

NOVEMBER 1, 2011

Nobody writes a paean to the search for 9 percent EPS growth. It's a strategic and operational straight-jacket. If you believe the best-selling business books from the last 25 years, companies are "In Search of Excellence" or trying to go from "Good to Great." Moreover, pure growth targets are even wackier right now.

GAAP 12

GAAP Short-term P&L EPS 12