Financial analysis

Impact investing--directing capital to ventures that are expected to yield social and environmental benefits as well as profits--provides investors with...

Current accounting rules don't always communicate real value to investors.

Less than a decade after the frantic merger activity of the late 1960s, we are again in the midst of a major wave of corporate acquisitions. In contrast to the 1960s, when acquirers were mainly freewheeling conglomerates, the merger movement in the 1970s includes such long-established giants of U.S. industry as General Electric, Gulf Oil, […]

In recent years, the leaders of American companies have been barraged with attacks on their investment policies. Critics accuse American executives of shortsightedness and point out that managers in Japan and Europe often fix their vision on more distant horizons. Here, it is claimed, managers pay too much attention to quarterly earnings reports and not […]

It's an idea that needs to be a part of the future of work.

But it’s the best way to create value.

A non-technical primer.

Researchers have struggled to establish a causal relationship between diversity and financial performance--especially at large companies, where decision...

Since the rise in the use of discounted cash flow techniques, most managers face an increasingly difficult choice in evaluating complex investment decisions. Should they pursue risky projects that offer a below-target rate of return but could create valuable strategic opportunities later? Or should they stick with a less risky and more immediately profitable bet? […]

Valuation used to be the province of finance specialists. That’s no longer true.

This article presents the research findings of a leading U.S. corporation, AT&T, on a series of important economic questions and issues, with an interpretation of the material by one of the company’s top executives. The subject is corporate earnings patterns in different industries, investment trends, the relation of profits and investment to GNP, and other […]

Three key tactics that make these projects successful.

Balance sheets sum up what a company owns, what it owes, and its financial plans for the future.

The challenges are organizational.

The key is knowing what your top price is—and having the discipline to stick to it.

When service companies put employees and customers first, a radical shift occurs in the way they manage and measure success.

Armchair calculations of nonpaying customers’ value can lead to flawed strategies.

Today’s technology can put adjusted present value into the arsenal of every general manager.

Financials alone aren't cutting it.

Profit is not the same as cash.