I show the profitability model to make a simple but important point: The use of statistics to guide strategy and
operational decisions only becomes valuable when deep contextual knowledge of an industry and its problems is combined with quantitative competence and the ability to effectively communicate results.
Not exact matches
Only one will be made
operational initially, with the second dependent on a
decision from the strategic defence and security review in 2015.
The best and most successful firms choose
operational and investing leaders, who are not
only financially successful but who are also «disruptors» willing to make bold, calculated
decisions and to take a chance.