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The blue line imperative [[electronic resource] ] : what managing for value really means / / Kevin Kaiser and S. David Young
| The blue line imperative [[electronic resource] ] : what managing for value really means / / Kevin Kaiser and S. David Young |
| Autore | Kaiser Kevin |
| Edizione | [1st edition] |
| Pubbl/distr/stampa | Chichester, West Sussex, United Kingdom, : John Wiley and Sons, Inc, [2013] |
| Descrizione fisica | 1 online resource (322 p.) |
| Disciplina | 658.4/01 |
| Altri autori (Persone) | YoungS. David <1955-> |
| Soggetto topico |
Management
Value Strategic planning |
| ISBN |
1-119-20792-4
1-118-51090-9 1-118-51089-5 |
| Classificazione | BUS041000 |
| Formato | Materiale a stampa  |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Nota di contenuto |
Cover; Title page; Copyright page; Contents; Dedication; Preface; Acknowledgments; Chapter One: What Is Value?; We Want Our Stuff; Centuries of Subsistence; A Matter of Power; The Rise of the Consumer; Chapter Two: The Global Capital Market; How Capital Markets Help Us Get Our Stuff; Making Balance of Lopsidedness; But Who Decides Which Projects See the Light of Day?; The Downside: Agency Costs; In the Best Systems, No One is in Charge; The Relationship Problem; Bacteria, Crowds, and the Markets; Chapter Three: The Opportunity Cost of Capital; Fooling Nature
So How Do We Make the Right Guesses in the World of Business?A Matter of Risk; The Premium; Summary; The Mathematics of the Opportunity Cost of Capital; How Do I Calculate the Opportunity Cost of Capital for the Investment My Company is Considering?; So Why isn't the Opportunity Cost of Capital Zero?; Chapter Four: The Expected Future Free Cash Flows; It isn't Price; Getting at an Idea of Value; Free Cash Flow; Net Present Value: Discounting the Expected Future Free Cash Flows at the Opportunity Cost of Capital; Getting the Right Cash Flows: Modigliani and Miller What about Weighted-Average Cost of Capital?Chapter Five: Blue Line Management; Value Creation and the Blue Line; Seeing the Blue Line; The Curse of the Red Line; The Problem with Indicators; A Blue Line Approach to Key Performance Indicators; Getting Indicators and Value Drivers Straight; When Red is Blue; Chapter Six: Shifting to Blue; The Indicator Illusion; Goodhart's Law; What Gets Measured Gets Managed (1); What Gets Measured Gets Managed (2); What Gets Measured Gets Managed (3); What Gets Measured Gets Managed (4); Chapter Seven: The Hazard of Growth; Competitive Advantage Growth Versus Value Value-Destroying Growth: A Cautionary Tale; If Growth is So Bad, Why are Companies Obsessed with It?; The Problem with Executive Pay; Chapter Eight: Creating a Blue Line Culture; The Three Pillars; Fair Process; The Perils of Opinion; Visions, Missions, and the Blue Line; Chapter Nine: Trust and Hierarchy in Blue Line Management; Why Trust Matters; Fairness, Trust, and Information Flow; Getting the Right Information to the Right People, Fast: The Case of Alcoa; Hierarchies and Information Flows; Trust Leads to Quicker Decision-Making and Happier Customers The Future of Hierarchy Chapter Ten: Value and Decision-Making; Value and Physics; Indicators, Data, and the Blue Line Firm; Value-Based Decision-Making in Action; A Brief Digression Regarding Management Consultants; Chapter Eleven: Getting Net Present Value Right; Mechanics and the Definition of Free Cash Flow; The Mechanics of Estimating an Appropriate Discount Rate; Chapter Twelve: Becoming a Blue Line Manager; How can I Become More of a Blue Line Manager?; Design Your Own Blue Line Questions; Identify the Key Value Drivers for Your Business Unit or Department Always Promote Honesty in the Measurement of Key Performance Indicators |
| Record Nr. | UNINA-9910139040603321 |
Kaiser Kevin
|
||
| Chichester, West Sussex, United Kingdom, : John Wiley and Sons, Inc, [2013] | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
| ||
The blue line imperative : what managing for value really means / / Kevin Kaiser and S. David Young
| The blue line imperative : what managing for value really means / / Kevin Kaiser and S. David Young |
| Autore | Kaiser Kevin |
| Edizione | [1st edition] |
| Pubbl/distr/stampa | Chichester, West Sussex, United Kingdom, : John Wiley and Sons, Inc, [2013] |
| Descrizione fisica | 1 online resource (322 p.) |
| Disciplina | 658.4/01 |
| Soggetto topico |
Management
Value Strategic planning |
| ISBN |
9781119207924
1119207924 9781118510902 1118510909 9781118510896 1118510895 |
| Classificazione | BUS041000 |
| Formato | Materiale a stampa |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Nota di contenuto |
Cover; Title page; Copyright page; Contents; Dedication; Preface; Acknowledgments; Chapter One: What Is Value?; We Want Our Stuff; Centuries of Subsistence; A Matter of Power; The Rise of the Consumer; Chapter Two: The Global Capital Market; How Capital Markets Help Us Get Our Stuff; Making Balance of Lopsidedness; But Who Decides Which Projects See the Light of Day?; The Downside: Agency Costs; In the Best Systems, No One is in Charge; The Relationship Problem; Bacteria, Crowds, and the Markets; Chapter Three: The Opportunity Cost of Capital; Fooling Nature
So How Do We Make the Right Guesses in the World of Business?A Matter of Risk; The Premium; Summary; The Mathematics of the Opportunity Cost of Capital; How Do I Calculate the Opportunity Cost of Capital for the Investment My Company is Considering?; So Why isn't the Opportunity Cost of Capital Zero?; Chapter Four: The Expected Future Free Cash Flows; It isn't Price; Getting at an Idea of Value; Free Cash Flow; Net Present Value: Discounting the Expected Future Free Cash Flows at the Opportunity Cost of Capital; Getting the Right Cash Flows: Modigliani and Miller What about Weighted-Average Cost of Capital?Chapter Five: Blue Line Management; Value Creation and the Blue Line; Seeing the Blue Line; The Curse of the Red Line; The Problem with Indicators; A Blue Line Approach to Key Performance Indicators; Getting Indicators and Value Drivers Straight; When Red is Blue; Chapter Six: Shifting to Blue; The Indicator Illusion; Goodhart's Law; What Gets Measured Gets Managed (1); What Gets Measured Gets Managed (2); What Gets Measured Gets Managed (3); What Gets Measured Gets Managed (4); Chapter Seven: The Hazard of Growth; Competitive Advantage Growth Versus Value Value-Destroying Growth: A Cautionary Tale; If Growth is So Bad, Why are Companies Obsessed with It?; The Problem with Executive Pay; Chapter Eight: Creating a Blue Line Culture; The Three Pillars; Fair Process; The Perils of Opinion; Visions, Missions, and the Blue Line; Chapter Nine: Trust and Hierarchy in Blue Line Management; Why Trust Matters; Fairness, Trust, and Information Flow; Getting the Right Information to the Right People, Fast: The Case of Alcoa; Hierarchies and Information Flows; Trust Leads to Quicker Decision-Making and Happier Customers The Future of Hierarchy Chapter Ten: Value and Decision-Making; Value and Physics; Indicators, Data, and the Blue Line Firm; Value-Based Decision-Making in Action; A Brief Digression Regarding Management Consultants; Chapter Eleven: Getting Net Present Value Right; Mechanics and the Definition of Free Cash Flow; The Mechanics of Estimating an Appropriate Discount Rate; Chapter Twelve: Becoming a Blue Line Manager; How can I Become More of a Blue Line Manager?; Design Your Own Blue Line Questions; Identify the Key Value Drivers for Your Business Unit or Department Always Promote Honesty in the Measurement of Key Performance Indicators |
| Record Nr. | UNINA-9910824599503321 |
|
Kaiser Kevin
|
||
| Chichester, West Sussex, United Kingdom, : John Wiley and Sons, Inc, [2013] | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
| ||