IT is interesting to note the extraordinary space dedicated of late to the diagnostic treatment of some of our younger sports stars, particularly focused upon their ability to balance success on the sporting field with success in the
AS we move toward the closure of the 2001 calendar year and contemplate the business environment for the early part of 2002 and through to the end of the financial year, there should emerge a clearer picture of the technology melt-down
RECENTLY I had the opportunity to listen directly to the key thoughts of a value-creating chief executive officer, one of the clear leaders in the Australian business community and one whose appointment and subsequent
WITH the current level of economic uncertainty and negativity, a growing number of companies is announcing significant cost reduction schemes, leading many business leaders to question the sustainability of their organisations’ cost positions.
IF your business growth model stands the test strategically then three critical questions arise – determining optimal capital structure, the sources of growth capital, and what to expect once you have re-capitalised for growth.
ONE of the central challenges faced by successful businesses of any size in WA is that of managing growth.The size and structure of this State naturally supports businesses that can carve out a competitive advantage here and be successful.
WHEN companies talk about performance, a wide variety of metrics are often quoted. Earnings growth, earnings per share, net profit, EBIT and return on capital are all examples of metrics shareholders can expect to hear about
WE recently held a Business Forum during which a selection of eminent business leaders in Western Australia presented on the topic of Managing for Shareholder Value into 2002.
IF setting the direction of the business is the domain of strategic planning, then getting the most out of the business is the domain of performance management.
