Remove Cash Flow Remove Financial Remove Metrics
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The Top 13 Metrics that CEOs Should Measure for Strategic Success

LSA Global

While the specific strategy success metrics vary across different industries and different strategies, metrics tend to fall into four overall buckets: Financial, Customer, Employee, and Other. Here is a list of the top thirteen metrics that CEOs should measure for strategic success.

Metrics 68
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Looking Beyond Short Term Financial Metrics (Nigel Lake, Part 2 of 10)

Tom Spencer

Tom: Do you think that short term financial metrics are part of the problem in developing long term strategy? One of the ideas that I’ve been thinking about recently is that financial metrics are basically designed to evaluate how much you are getting out of a company, your cash flow take from the company.

Metrics 60
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We Can’t Study Short-Termism Without the Right Metrics

Harvard Business

Similarly, considering greater accruals (which represent the difference between reported income and operating cash flows) to measure short-term orientation has its difficulties. It assumes that a smaller proportion of cash flows in earnings indicates a myopic firm. Overly optimistic financial statements.

Metrics 99
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Reclaiming the Idea of Shareholder Value

Harvard Business

Properly understood, maximizing shareholder value means allocating resources so as to maximize long-term cash flow. This includes non-financial and financial performance metrics as well as incentive compensation plans.

Cash Flow 121
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What Your Financial Statements Are Telling You—And How to Listen!

Speaker: David Worrell, CFO, Author & Speaker

Your financial statements hold powerful insights—but are you truly paying attention? Many finance professionals focus on the income statement while overlooking key signals hidden in the balance sheet and cash flow statement. Don’t just report the numbers—understand what they’re telling you. Register now!

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Why We Need to Update Financial Reporting for the Digital Era

Harvard Business

In our recent HBR article , we argued that financial statements fail to capture the value created by modern digital companies. Some of these ideas contradict traditional financial thinking whereas others seem highly controversial or pessimistic. We distilled seven key insights from those discussions.

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A Blueprint for Digital Companies’ Financial Reporting

Harvard Business

In a recent HBR article , we claimed that modern digital companies such as Uber, Facebook, and Alphabet play an increasingly important role in the economy, but their financial statements fail to capture company’s main value drivers. Based on these insights, we now propose a new blueprint for financial reporting of digital companies.