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  • Workplace redesign: Turning your environment into a productivity machine
    Why it's important for companies to create a unified strategy across the three workplace elements and how CFOs can foster the practices that achieve it.
  • The cash paradox: How record cash reserves are influencing corporate behavior
    Financial conservatism served companies well in the downturn but in an economic recovery may be dragging companies into a vicious circle of cash accumulation at the expense of investment in growth. New research suggests markets are more rewarding of companies spending astutely in the pursuit of growth.
  • Protecting your time in executive transitions
    Executive transitions are demanding, even for seasoned C-level professionals. If you are coming from outside a company or industry, time is required to establish relationships and learn about the business. Many executives in our transition labs use four strategies to manage their time: screen, schedule, routinize and delegate.
  • Different temptations, same rules
    Do the Three Rules of exceptional performance apply to smaller companies? Differences in size and ownership structure, as well as resources and the demands of explosive growth, can make for a very different set of pressures and opportunities.
  • Building a culture of continuous improvement in an age of disruption
    A major factor affecting the deployment of long-term continuous improvement initiatives today is the fundamental change taking place in the way companies manage and execute work.
  • Dynamic strategy implementation
    Studies consistently show that many strategies fail in the implementation phase. A dynamic approach to strategy implementation can help overcome the limitations of the traditional administrative approach. What are the key elements of this dynamic approach and how it has helped large private companies deliver more effectively on their strategic ambition? Learn more.
  • What's keeping CFOs up in 2014
    While the economic landscape may be (thankfully) tamer, the pressures on finance chiefs and their companies to perform continue to mount.
  • Mid-market perspectives: Moving ahead
    Our latest survey of mid-market executives confirms that key growth indicators are on the rise, but how can companies drive superior long-term performance? This report offers insights and analysis of responses to survey questions based on the principles in The Three Rules: How Exceptional Companies Think.
  • Wholesale distribution M&A: Moving from transactional to transformational
    Learn about obstacles and drivers for strategic M&A in the wholesale distribution industry and frameworks to help determine if transformational M&A is right for private companies.
  • High-performance manufacturers: What separates the best from the rest
    Three straightforward rules. Ten sets of important manufacturing capabilities. What can manufacturing executives learn from them about company competitiveness and performance?
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