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DAY 14
| Term | Definition |
|---|---|
| Leaders must assess not only projected financial returns but also strategic [[sự liên quan]], competitive positioning, and organizational capability. | relevance |
| This approach often results in [[sự tầm thường]] across all initiatives rather than excellence in a select few. | mediocrity |
| However, organizations that consistently prioritize short-term metrics risk [[phá hoại]] their future viability. | undermining |
| Internal dynamics often influence investment decisions in ways that [[lệch hướng]] from rational analysis. | deviate |
| The strategic [[lý lẽ]] behind an acquisition must therefore be interrogated with rigor before execution. | rationale |
| Leaders must articulate the strategic [[lý lẽ]] behind investment decisions, explaining how current expenditures contribute to future value creation. | rationale |
| Organizations typically face a portfolio of choices: investing in core business optimization, pursuing adjacent growth opportunities, funding disruptive innovation, engaging in mergers and acquisitions, or strengthening balance sheet [[sức phục hồi]]. | resilience |
| This question, [[lừa bịp]] simple in formulation, is extraordinarily complex in execution. | deceptively |
| [[Định lượng]] analysis provides essential support in this process. | Quantitative |
| In uncertain contexts, leaders must adopt [[xác suất]] thinking, evaluating ranges of outcomes rather than single-point forecasts. | probabilistic |
| This environment can [[khuyến khích]] underinvestment in innovation or capability building, as such investments may depress near-term profitability. | incentivize |
Created by:
28- Sam -CR302