dt hi fi fseer xe pn ec er i ienn cbea.l aI na cme as lhseoe vt epreyr fgorramt eaf un lc feo. rI tghi veef ot hl laonwkisn fgo r and the support of global supply chain followers. Giving Back: A Story Rwei tgha radsi nt rgo pn eg rNs oannadl i Pt y. At ys paerse, sI ualmt , Iat Me nedy et or swBrri itgegasbIoNuFt P ti thi ve epsoos fs it bh iel i ht ieerseoaf nt dh en fouwt u. Mr eyvme risnuds rf aocceuss iwn hg eonn It sheeeppoos -- theans t bi ael eann sdl oi mw ae gr i tnhea cnr ue as ut i av le, aa nl tde rI nhaat vi vee ns .oRt ebceeennt ltyr, awv eolri kn g , so I have been writing an article daily. Forbes currently has a contest, and as a Forbes contribu- troe ra, dI i hn agvme yb eaer nt i ccloems )p. Ie taiinmg tt oo hu epl pmby ursainnke isns gl se a( tdhearns knsofto r tdyepr isctaalnl yd sht oe ewp teod l iena dt hseudpapyl y- t oc h- daai ny tseuapmp lsy bceht at ei nr. lWi f eh ue nn -I pT oh set eS du papnl ya rCt hi cal ienys etsot eArddma yi roenWMoyr kL, eas sLoi nnks eLdeI anr fnoel ldo Fwreorm commented, “You write a lot about what does not work. Tc ohme mc oemn mt i es nt ht es tgoepnpeesdi smoef ti hn i ms ayr tt ri calcek. sB. aHsee dwoans rmi gyhrte. -T h i s stheearlcahst, Idwecraitdeea. bout four strategies that drove value over
77 Inni etsh oe uptrpoecref sosr,mI eg da i snme da lvl ea rl uoanbel es : i gnlsoi gb ha tl sc. oSrmp oa rl lact eo mp oplai t-i c s issc aa l ek itl hl erro. uNgohcMo m& pAa. nT yi gahct hi inetveegdr ai mt i opnr oovf edde ce icsoi on no ms ui epsp oo fr t to ERP introduced nervousness into the complex system ci ma l pl eadc taf us luspt po lryi ecsh aa ri ne , ndeevcerre ap sui bn lgi crl ey ssi hl i ea nr ec de :. Tt hhee mmoosst t ienxfcl eule antt ii anlf lsuuepnpcley mc haani na gl ee ma deenrts aanr de hs tuomr ybt leel lsi ne rgv. aCnhtasnwg eh o hn au pmpbeenrs oofvceorntsi mu l et atnhtrsofuogchu si ne dt eor nn af lulne catdi oe nr sahl iipm. pT rhoevlea-r g e ments is deadly. (I often laugh at the number of consul - The Journey Twhhee nw tohr ek Co onl gt ha et eStuepa pml yc Ch ha lal ei nnsg teod Amdemf iorre tsht ea rat de md ii nr a2t i0o1n4 I gave the P&G team in my first book, Bricks Matter. At the time, Colgate outperformed P&G in Return on Invested Capital (ROIC), and P&G exceeded Colgate in inventory turns. The question was, “What mattered? Which strategy drove the most significant value??” So, I started to work with Arizona State University (ASU) twohtiackhe balance sheet data from 2003-2007 to analyze combination of metrics drove the highest market capitalization. Ab isnaa trieosnu ol tf ogfr tohwi st hr ,ems eaarrgcihn ,wi ni tvhe An tSoUr,yI tsuertnt lse, da no dn Rt hOeI Cc of mo r- tphueb Sl iuc pppelryf oCrhma iannsc teooAndOmr ibriet ac nh aa rl yt ss i, ss. t Wu dey si nt agr tt he de rc ehlaar- t i n g tf ai ocnt us rhiinpgs abnedt wr ee teani lmt eeat mr i cssa, ba no ud tctohnevi re rrseisnugl tws . i tThh me oa rnbui-t cs oh amr tasnayr me ae evtei rnyg sd iwf f ee rr ee nl itkwe adyo gosf awnaat lcyhziinngg TpVe raf on rdmt rayni cneg, to critique their performance and choices.
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