Go Long: Why Long-Term Thinking Is Your Best Short-Term Strategy - Tapa blanda

"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." --David M. Rubenstein, Co-Founder & Co-Executive Chairman, The Carlyle Group

"Go Long 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 ... this book is for you." --Indra Nooyi, Chairman and CEO, PepsiCo, Inc.

"Go Long 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

"Go Long 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.

"Go Long 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

"Go Long 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.... 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

"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

"Through deep insights and original reporting, Go Long 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

800-CEO-READ BESTSELLER
 
Featured in Fortune, Harvard Business Review, and Entrepreneur, Go Long is “mandatory reading for the CEOs and boards of all public companies,” according to David M. Rubenstein, co-founder and co-executive chairman of The Carlyle Group.
 
The lifespans of companies are growing shorter each day. Why do some companies thrive and grow, while others fail?
 
Inspired by the CEO Academy®, the annual off-the-record gathering of chief executives organized by the authors, Go Long reveals how some of the world’s most prominent business leaders resisted short-term pressures to successfully manage their organizations for the long term, and in turn, aim to create more jobs, more satisfied customers, and more shareholder wealth.
 
In Go Long, authors Dennis Carey, Brian Dumaine, Michael Useem, and Rodney Zemmel take you behind-the-scenes to witness the business decisions that are enabling leading organizations to outsmart and outlast the competition.
Why did CEO Larry Merlo allow CVS to take a $2 billion hit—on purpose?

• How did former CEO Alan Mulally maneuver Ford’s $48 billion turnaround?
• How did director Maggie Wilderotter and her fellow board members engage top management to embark on an unusual exercise to help Hewlett Packard Enterprise build a long-term strategy?
• Why did former CEO Paul Polman turn back to Unilever’s original mission of leading with a purpose to fuel profits?
• How did former Verizon CEO Ivan Seidenberg convince his investors and board to allow him to make a $150 billion bet?
• How did former CEO George Buckley find a way to address investor calls for 3M to spend less on research and development while still finding a way to innovate?

These leaders argue that a short-term mindset might satisfy investors for this quarter or next, but there’s a heavy price to be paid. Instead, they argue, long-term thinking is your best short-term strategy.