Go Long Why Long-Term Thinking Is Your Best Short-Term Strategy
Produktdetaljer
Biographical note
Dennis Carey, a vice chairman of the global executive search firm Korn Ferry, has recruited some of the most successful Fortune 500 CEOs in American business. He is the founder of the CEO Academy, an annual gathering of the nation's top business leaders, and is coauthor of five books including most recently Boards That Lead (with Ram Charan and Michael Useem) and Talent Wins: The New Playbook for Putting People First (with Ram Charan and Dominic Barton). Brian Dumaine is the founder and editor in chief of the New York media company High Water Press and a contributor to Fortune magazine, where for three decades he has held various writing and editing positions, including global editor and assistant managing editor. An award-winning journalist, he has produced investigative pieces as well as articles on leadership, investing, technology, and the environment. He is the author of The Plot to Save the Planet: How Visionary Entrepreneurs and Corporate Titans Are Creating Real Solutions to Global Warming, and is the editor of the book The Greatest Business Decisions of All Time, with a foreword by Jim Collins. Michael Useem is the William and Jacalyn Egan Professor of Management and Faculty Director of the Center for Leadership and Change Management and McNulty Leadership Program at The Wharton School of the University of Pennsylvania. His university teaching includes MBA and executive MBA courses on management and leadership, and his earlier books include The Leader's Checklist, The Strategic Leader's Roadmap (with Harbir Singh), Mastering Catastrophic Risk (with Howard Kunreuther), Fortune Makers: The Leaders Creating China's Great Global Companies (with Harbir Singh, Neng Liang, and Peter Cappelli), and Boards That Lead (with Ram Charan and Dennis Carey). Rodney Zemmel, senior partner at McKinsey and managing partner for New York, Boston, and Stamford, serves clients on growth strategy, performance improvement, and value creation through mergers and acquisitions. He has experience across a range of global industries, with a concentration in healthcare products and services. Beyond healthcare, he leads McKinsey's support for a number of private-equity clients as well as companies in consumer-facing industries."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
"For anyone who is concerned about the importance of forcing longer-term objectives into a public company short-term mindset and who wants to learn more about some of the heroes of this effort, this book is a godsend. Indeed, it should be mandatory reading for the CEOs and boards of all public companies."
From the Foreword by David M. Rubenstein, Co-Founder & Co-Executive Chairman, The Carlyle Group
"One of my fundamental beliefs as CEO is that prioritizing the short-term at the expense of the long-term is simply not sustainable and perpetuates the kinds of boom-splat cycles that aren't good for any business or stakeholder. That's why <i>Go Long</i> is 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, that balances short-term and long-term priorities, that focuses on both the level and duration of returns, this book is for you."
Indra Nooyi, Chairman and CEO, PepsiCo, Inc.
"In Amgen's business of biotechnology, investments in significant innovations can begin up to a decade before we begin to see substantial returns. Through deep insights and original reporting, <i>Go Long</i> helps to bring leaders and investors the principles they need to keep long-term thinking at the heart of their strategies."
Robert Bradway, Chairman and CEO, Amgen
"Intensifying demands for near-term corporate performance can force immediate gains but also lasting damage on company prospects and stakeholder fortunes. With inside accounts of how some of the world's leading business executives manage for the future, <i>Go Long</i> provides a tangible roadmap for long-term leadership. To improve the state of this world, here is a primer for doing so."
Klaus Schwab, Founder and Executive Chairman, World Economic Forum, and author, The Fourth Industrial Revolution and Shaping the Fourth Industrial Revolution
"<i>Go Long</i> combines insightful analysis with inspiring stories to show CEOs, boards, and investors how purpose-driven strategies can create important economic and societal benefits."
Rosabeth Moss Kanter, Harvard Business School Professor and Chair and Director, Harvard Advanced Leadership Initiative
"The toughest test of leadership is leaving an enterprise stronger in every sense when your tenure is done. <i>Go Long</i> reminds us that while short-term priorities come and go, a leader can't achieve that objective without a North star of a committed long-term strategy and vision."
James McNerney, former Chairman and CEO, The Boeing Co.
"<i>Go Long</i> provides critical advice to corporate leaders dealing with today's most pressing issue of business strategy—long term versus short term management. Must reading for directors, CEOs and all executives."
Martin Lipton, a founding partner, Wachtell, Lipton, Rosen & Katz
"<i>Go Long</i> sharply delineates the tradeoffs that executives face in setting priorities. Decisions that build long-term value are the essence of great leadership."
Donald J. Gogel, Chairman and CEO, Clayton, Dubilier & Rice
"CEOs face enormous pressure for short-term performance with little emphasis on the long-term consequences of short-termism—until the consequences arrive . . . . A long-term focus is not an excuse for short-term underperformance but is a reason for thoughtful debate of corporate strategy, capital structure, and capital allocation. Viewing these issues only through a short-term lens leads to under-investment in the future. This book will help CEOs rebalance their focus on achieving both short-term and long-term performance."
Ron Williams, CEO, RW2 Enterprises, and former CEO, Aetna