书的整体结构和主要内容
这篇书评可能有关键情节透露
以下为本书的主要内容。2.2跳过没有读所以没有笔记，待有空读完再补上。
What the CEO wants you to know
1, Part 1: Business Acumen : The Universal Language of Business
1.1 What Jack Welch and Street Vendors Share
1.2 Every Business is the Same Inside
1.2.1 Cash Generation: the ability to stay in business
-> Definition: the difference between all the cash that flows into the business and all the cash that flows out of the business in a given time period.
-> In real business: the timing of payments affects cash generation.
-> Everybody counts: be aware that one's actions use cash or generate cash (example of mailroom clerks)
1.2.2 Return on Assets: how you use someone else's money efficiently
-> Return = Earnings / Total Asset = (Earnings / Sales)*(Sales/ Total Asset) = Margin * Velocity
-> Margin
* Gross margin: $50 total sales - $ 30 COGs sold= $20 gross margin, Gross margin provides clues about important changes that are affecting the nature of business (without considering tax, etc.)
* Velocity: depends on R-O-What?
ROA: velocity = sales / assets
ROI : velocity = sales / investment
1.2.3 Growth : vital to prosperity. no grow means lagging behind.
-> Grow in the right way: accompanied by improved margins and velocity, and the cash generation must be able to keep pace.
-> Be careful with unprofitable growth (wrong incentives), don't' use size as a measure of success. When seeing growth, always ask how and why (look at your cash).
-> Finding opportunities for profitable growth when others can't is part of business acumen.
1.2.4 Customers:
-> The best CEOs don't rely on clinical data along.
-> Remember to make special efforts to observe and talk directly with people who use our products and serves.
-> When you can't get the prices and margins you used to get, talk to consumers to understand why. Observe them directly, unfiltered, not through the eyes of distributors and other middlemen.
1.3, Understanding Your Company's Total Business
Let there be no doubt: none of the following info is confidential. Your asking for it will demonstrate to management your keen desire to think beyond the silos and help the total business.
-> What were your company's sales during the last year?
-> Is the company growing? Or is the growth flat or declining? Is this growth picture good enough?
-> What's your company's profit margin? Is it growing, declining, or flat?
-> How does your margin compare with your competitors? How does it compare with those of other industries?
-> Do you know your company's inventory velocity? its asset velocity?
-> What is your company's return on assets?
-> Is your company's cash generation increasing or decreasing? Why is it going one way or the other?
-> Is your company gaining or losing against the competition?
2, Part 2 : Business Acumen in the Real World
2.1 The World Has Complexity, Leaders Provide Clarity
2.1.1 Business acumen helps a CEO choose the three (no more than five) business priorities that will retain customers and achieve all the important money-making goals at the same time. (Examples of Dell, Kmart, GE, etc.)
2.1.2 Deal making and business daily operation is different. To win, you ned to focus on the basis, for long term.
2.1.3 You don't need to be CEO to practice business acumen:
-> Marketing manager: Which product lines make money? Which one makes the most / least money? Which ones consume / generate cash? Is one product line more volatile than the others?
-> Engineer: how does it fit into the total money-making picture? Will the design please customers and earn a want? Is it preferred by customers over that of a competitor? Is it going to require new equipment and thus extension of some existing products and therefore uses equipment or tooling the company already has?
2.2 Wealth is More Than Making Money
3. Part 3: Getting Things Done
3.1 Growing People Takes Courage
3.1.1 Match the right people in the right jobs
3.1.2 Dealing with mismatches (it won't automatically fix itself)
3.1.3 Coaching : provide instant feedback on things doing well and specific suggestions for building skills.
-> Coaching on the business side
-> Coaching on behavior
3.2 Making Groups Decisive : Social Operating Mechanism
-> Design a "social operation mechanism" for your organization/ team allow updating business performance/ customer insights/ key project progress, ensure that people are abel to synchronize efficiently.
3.3 What to Do and How to Do it, Story of Dick Brown, CEO of EDS
3.3.1 Understand external business environment (changing of technology)
-> Is there excess capacity in the industry?
-> Is the industry consolidating?
-> Do you face stiff pricing competition?
-> Might your business be affected by currency fluctuations or changes in interest rates one way or the other?
-> Are you facing new competitors?
-> What is happening in e-commerce? How might that affect the company?
3.3.2 Exam key business performance indicators (think like a street vendor)
3.3.3 Set up clear priority and target
3.3.4 Check: right people in the right jobs, no delaying of taking actions
3.3.5 Create the "social operation mechanisms" : coach / monthly meeting/ bi-monthly email recognition
What the CEO wants you to know
1, Part 1: Business Acumen : The Universal Language of Business
1.1 What Jack Welch and Street Vendors Share
1.2 Every Business is the Same Inside
1.2.1 Cash Generation: the ability to stay in business
-> Definition: the difference between all the cash that flows into the business and all the cash that flows out of the business in a given time period.
-> In real business: the timing of payments affects cash generation.
-> Everybody counts: be aware that one's actions use cash or generate cash (example of mailroom clerks)
1.2.2 Return on Assets: how you use someone else's money efficiently
-> Return = Earnings / Total Asset = (Earnings / Sales)*(Sales/ Total Asset) = Margin * Velocity
-> Margin
* Gross margin: $50 total sales - $ 30 COGs sold= $20 gross margin, Gross margin provides clues about important changes that are affecting the nature of business (without considering tax, etc.)
* Velocity: depends on R-O-What?
ROA: velocity = sales / assets
ROI : velocity = sales / investment
1.2.3 Growth : vital to prosperity. no grow means lagging behind.
-> Grow in the right way: accompanied by improved margins and velocity, and the cash generation must be able to keep pace.
-> Be careful with unprofitable growth (wrong incentives), don't' use size as a measure of success. When seeing growth, always ask how and why (look at your cash).
-> Finding opportunities for profitable growth when others can't is part of business acumen.
1.2.4 Customers:
-> The best CEOs don't rely on clinical data along.
-> Remember to make special efforts to observe and talk directly with people who use our products and serves.
-> When you can't get the prices and margins you used to get, talk to consumers to understand why. Observe them directly, unfiltered, not through the eyes of distributors and other middlemen.
1.3, Understanding Your Company's Total Business
Let there be no doubt: none of the following info is confidential. Your asking for it will demonstrate to management your keen desire to think beyond the silos and help the total business.
-> What were your company's sales during the last year?
-> Is the company growing? Or is the growth flat or declining? Is this growth picture good enough?
-> What's your company's profit margin? Is it growing, declining, or flat?
-> How does your margin compare with your competitors? How does it compare with those of other industries?
-> Do you know your company's inventory velocity? its asset velocity?
-> What is your company's return on assets?
-> Is your company's cash generation increasing or decreasing? Why is it going one way or the other?
-> Is your company gaining or losing against the competition?
2, Part 2 : Business Acumen in the Real World
2.1 The World Has Complexity, Leaders Provide Clarity
2.1.1 Business acumen helps a CEO choose the three (no more than five) business priorities that will retain customers and achieve all the important money-making goals at the same time. (Examples of Dell, Kmart, GE, etc.)
2.1.2 Deal making and business daily operation is different. To win, you ned to focus on the basis, for long term.
2.1.3 You don't need to be CEO to practice business acumen:
-> Marketing manager: Which product lines make money? Which one makes the most / least money? Which ones consume / generate cash? Is one product line more volatile than the others?
-> Engineer: how does it fit into the total money-making picture? Will the design please customers and earn a want? Is it preferred by customers over that of a competitor? Is it going to require new equipment and thus extension of some existing products and therefore uses equipment or tooling the company already has?
2.2 Wealth is More Than Making Money
3. Part 3: Getting Things Done
3.1 Growing People Takes Courage
3.1.1 Match the right people in the right jobs
3.1.2 Dealing with mismatches (it won't automatically fix itself)
3.1.3 Coaching : provide instant feedback on things doing well and specific suggestions for building skills.
-> Coaching on the business side
-> Coaching on behavior
3.2 Making Groups Decisive : Social Operating Mechanism
-> Design a "social operation mechanism" for your organization/ team allow updating business performance/ customer insights/ key project progress, ensure that people are abel to synchronize efficiently.
3.3 What to Do and How to Do it, Story of Dick Brown, CEO of EDS
3.3.1 Understand external business environment (changing of technology)
-> Is there excess capacity in the industry?
-> Is the industry consolidating?
-> Do you face stiff pricing competition?
-> Might your business be affected by currency fluctuations or changes in interest rates one way or the other?
-> Are you facing new competitors?
-> What is happening in e-commerce? How might that affect the company?
3.3.2 Exam key business performance indicators (think like a street vendor)
3.3.3 Set up clear priority and target
3.3.4 Check: right people in the right jobs, no delaying of taking actions
3.3.5 Create the "social operation mechanisms" : coach / monthly meeting/ bi-monthly email recognition
- 作者: Ram Charan
- 出版: Crown Business
- 定价: USD 22.00
- 装帧: Hardcover
- 页数: 141
- 时间: 2001-2-13