The most effective strategy in business is getting short shrift in the boardroom, says best-selling author Fred Reichheld, the father of the Net Promoter Score. To truly compete—and build a company with lasting value—directors must refocus attention on the one person that drives everything else: the customer. Here’s how.
The rules do not set a clear bar for 8-Ks, such as financial impact. “A lack of quantifiable harm does not necessarily mean an incident is not material.”
To survive in an out-of-control era, David Moffett, former vice chair and CFO of U.S. Bancorp and a director at CSX and PayPal, outlines a framework to help boards refocus on what’s in their control—capital allocation, compensation, communication—with newfound vigor.
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