Darrell Rigby

2 months ago | hbr.org | Darrell Rigby |Zach First

Companies that don’t align the essential elements of their strategy won’t be able to create sufficient value for their firms and their stakeholders to sustain long-term success. Too many leaders, facing heavy pressure to increase the worth of their company, use simplistic “spreadsheet strategies”: They set financial goals that will meet analysts’ expectations and find ways to back into them. They don’t address the essential elements of strategy or improve the fit and synergies among them. Drawing on the example of Self Esteem Brands—a fitness, health, and wellness company—the authors, partners at Bain & Company, show how to create a cohesive strategy that unleashes the power of strategic fit. They identify seven strategic factors: the mental model, purpose and ambitions, stakeholder value creation, macro forces, markets and products, competitive advantages, and the operating model. And they explain how aligning them generates beneficial multiplier effects.

Mar 1, 2024 | hbr.org | Darrell Rigby |Dane Smith |Zach First |Anna Cochemé

Sadly, purpose statements at all too many organizations are just empty words. The companies that issue them don’t live up to their lofty promises. But research by Bain & Company identified some companies that are the exceptions. They employ four methods to turn their statements into reality. Most large companies like to have purpose statements.

May 31, 2023 | hbritalia.it | Darrell Rigby |Zach First |Dunigan O’Keeffe

La maggior parte dei lettori sarà d’accordo nel riconoscere che la prima responsabilità dei leader aziendali è far crescere il valore di lungo termine delle loro imprese. Ma è qui che finisce l’accordo e inizia il dibattito: cos’è il valore, e come si dovrebbe misurare e gestire? Il valore di un’azienda si massimizza mettendo al centro gli azionisti, i clienti, i dipendenti o qualche altro stakeholder?

May 9, 2023 | smartcompany.com.au | Darrell Rigby |Zach First |Dunigan O’Keeffe

15 minute Read By Darrell Rigby, Zach First and Dunigan O’KeeffeMost people will readily agree that the first responsibility of business leaders is to grow the long-term value of their companies. But that’s where the agreement ends and the debate begins: What is value, and how should it be measured and managed?

Apr 12, 2023 | bain.com | Darrell Rigby |Dunigan O'Keeffe |Zach First

This article originally appeared in Harvard Business Review. Most people will readily agree that the first responsibility of business leaders is to grow the long-term value of their companies. But that’s where the agreement ends and the debate begins: What is value, and how should it be measured and managed? Is a company’s value maximized by being shareholder-centric, customer-centric, employee-centric, or some-other-stakeholder-centric?