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Index
Cover Title Page Copyright Acknowledgments Chapter 1 How resilient is your Capital Agenda?
by Jeffrey R. Greene Framing decisions within the Capital Agenda The Capital Agenda’s building blocks Who can benefit from this book? Universal lessons from Allergan and Valeant Stress test your Capital Agenda Making the most of your Capital Agenda Performance improvement opportunities Navigating the book Notes
Chapter 2 Do you know the intrinsic value of your company and how to manage it?
by Daniel Burkly Closing the gap between intrinsic and market value Common valuation applications Getting more value out of valuation Inconsistent applications of valuation Eight ways to minimize misuse and maximize effectiveness Cultivating a valuation mindset Notes
Chapter 3 Are you allocating capital across the enterprise to reduce C-suite stress?
by Jeffrey R. Greene Eight leading practices for allocating capital Evaluating individual investment opportunities: Quantify, debate, judge “Capital allocation is a contact sport” Notes
Chapter 4 Are your portfolio reviews timely, objective, and thorough?
by Jeffrey R. Greene and Jeff Wray Diagnosing the health of your portfolio management process Preparation drives value An acquisition perspective Approach ownership flexibly Implement world-class portfolio management Can “virtual” carve-outs show the way to cost reduction? Confront barriers to success Putting theory into practice Notes
Chapter 5 Do your acquisitions consistently pay off for shareholders?
by Brian Salsberg An age-old M&A question Stress testing your M&A activities Lessons learned Notes
Chapter 6 Are you planning and executing divestments for maximum value?
by Paul Hammes and Subin Baral Divesting is critical to your capital strategy What defines a successful divestment? Divestment guiding principles Leading sources of value erosion Can you increase business value before divesting? What does it take to close the deal and maximize value? Divesting for value Note
Chapter 7 Do your financing choices support flexibility and efficiency?
by K.C. Brechnitz Use capital structure to facilitate business goals Assess your business through the capital lens Assess strategic financing alternatives
Chapter 8 How well does working capital management contribute to cash flow and earnings?
by Sven Braun and Steve Payne Why working capital matters Stress test your working capital proficiency Are you using outdated metrics? The psychology is harder than the math Next steps in the optimization journey
Chapter 9 Is tax a full partner in building resilience and driving value?
by Bridget Walsh and Erica Lawee Key tax issues affecting business today Tax in the Capital Agenda Turning tax uncertainty into opportunity across the Capital Agenda Notes
Chapter 10 Are strategy, finance, and operations integrated for optimal value creation?
by Sharath Sharma and Daniel Burkly Day 1 Strategy, finance, and operations integration Complex change will be a constant SFO integration creating value through M&A How urgent is your need for SFO integration? Stress testing your SFO integration It’s a journey, not a destination Notes
Chapter 11 How can you get the most out of your advisors?
by Giri Varadarajan and Aayush Tulsyan Setting the context First principles When it is appropriate—and not appropriate—to use an advisor Hiring process Advisors as competitors and as peers How to start the relationship with an advisor Fourteen other leading practices (and what not to do) when hiring and managing advisors Beyond advisors to journey partners Note
Chapter 12 Can your strategy thrive in a digital world?
by Tony Qui and Glenn Engler Extending the reach of digital Who’s the digital disruptor? Focus on seven dimensions of digital Feeling overwhelmed? Join the club. But there is a way forward This is for certain Note
Chapter 13 How can you pre-empt activist shareholders?
by Shyam Gidumal How activism has changed Four areas of focus for activists The best protection against activism What to do when the activist’s letter arrives Formulating your response We thought about that, too Activism is here to stay Notes
Chapter 14 How should you restore a distressed company to health?
by Andrew Wollaston and Donald Featherstone Turnaround versus restructuring Recognizing corporate distress and the human dimension Marshaling the recovery Remaining in control Early detection is the best prevention
Chapter 15 Will your strategic goals ensure your company reaches its full potential?
by William Achtmeyer and John Trustman A good strategy starts with setting the right targets Defining market context Setting margin targets using the Performance Gap Setting growth targets with the Opportunity Gap Aligning with investors via the Perception Gap Full potential value synthesis Notes
Glossary Contributor Biographies About EY Index End User License Agreement
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