Do better business, get better results
The Stress Test Every Business Needs shows you how to optimize your business strategy to improve your results. Drawing from recent high–profile cases that illustrate the impact of common mistakes, this book brings the Stress Test methodology out of banking and applies it to businesses in any sector. If shareholder value is created through raising, investing, optimizing, and preserving capital, how can business leaders ensure stability and growth in an era of instability and stagnation? Stress Testing makes every business stronger; by taking a holistic view across your company′s businesses, functions, and geographies, you become better equipped to make the tough decisions that draw the line between sinking, surviving, and thriving.
Brexit is showing the world what happens when we insufficiently prepare for low probability/high impact events; Allergan proved that outperforming peers doesn′t necessarily ward off activist shareholders; companies around the world prove every day that operating in multiple businesses doesn′t always produce a synergistic effect. Missteps like these are preventable, predictable, and avoidable, and this book provides the framework to help you keep your company above the fray.
- Learn from recent management successes and failures
- Make your business stronger amidst heightened uncertainty and investor scrutiny
- Make smart trade–offs among competing investment opportunities
- Optimize resource allocation to maximize resilience
Companies that formulate strategy and set operational priorities with a balanced investment agenda are best positioned to control their own destiny. Planning is only beneficial when it′s effective, productive, and feasible, and structured toward meeting your company′s specific goal. The Stress Test Every Business Needs provides a roadmap to better business through smart investment decisions.
Chapter 1 How resilient is your Capital Agenda?
Jeffrey R. Greene
Chapter 2 Can your strategy thrive in a digital world?
Tony Qui and Glenn Engler
Chapter 3 How can you pre–empt activist shareholders?
Chapter 4 How should you restore a distressed company to health?
Andrew Wollaston and Donald Featherstone
Chapter 5 Are strategy, finance and operations integrated for optimal value creation?
Sharath Sharma and Daniel Burkly
Chapter 6 How can you get the most out of your advisors?
Giri Varadarajan and Aayush Tulsyan
Chapter 7 Do you understand the intrinsic value of your company, and how to manage it?
Chapter 8 Are you allocating capital across the enterprise to reduce C–suite stress?
Jeffrey R. Greene
Chapter 9 Are your portfolio reviews timely, objective and thorough?
Jeffrey R. Greene and Jeff Wray
Chapter 10 Is tax planning a full partner in building resilience and driving value?
Bridget Walsh and Erica Lawee
Chapter 11 Do your acquisitions consistently pay off for shareholders?
Chapter 12 Are you planning and executing divestments for maximum value?
Paul Hammes and Subin Baral
Chapter 13 Do your financing choices support flexibility and efficiency?
Chapter 14 How well does your working capital management contribute to cash flow and earnings?
Sven Braun and Steve Payne
Chapter 15 Will your strategic goals ensure your company reaches its full potential?
William Achtmeyer and John Trustman