A Quote by Nancy Dubuc
There needs to be a bigger focus on creative innovation versus business models and cash flow.
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I think innovation as a discipline needs to go back and get rethought and revived. There are so many models to talk about innovation, there are so many typologies of innovation, and you have to find a good innovation metric that truly captures the innovation performance of a company.
The essence of a good investment manager is one who studies a given business and extrapolates the future cash flows that the business is likely to generate over the next several years. Based on the cash flow and asset assessment, they can then arrive at their expected rate of return if they bought a fraction of that business at a given price.
It's a funny line when you're walking - the creativity, the subjectivity versus the objectivity, creativity versus the business, and recognizing that you are in the music business, so there are certain things that you have to acquiesce to on the business side and certain creative decisions that you have to make for the purposes of serving the business side of it.
You can't look at the intrinsic value of gold as you can a business. Gold doesn't give you cash flow, and, at the end of the day, cash flow is what is important. Gold doesn't give you dividends.
When I ran a small IT services business in the 1990s, it had strong recurring revenues - yet I couldn't accurately forecast cash flow for even the next few quarters. Small changes in the customer base or losing/hiring a few key employees could create massive swings in cash flow.
Gold is a commodity; over the long run, as we look back, it has not been a good investment. You can't look at the intrinsic value of gold as you can a business. Gold doesn't give you cash flow, and, at the end of the day, cash flow is what is important. Gold doesn't give you dividends.
If a business has to be told that it needs more focus, accountability and decisiveness, there is a bigger problem at hand.
The top principle for disruptive and sustaining innovation is that it has to have a laser focus on customers. Innovation begins with their needs and expectations.
If you look at academic studies, you can see that stock prices are most closely correlated with cash flow. It's such a straightforward number. Cash flow is what will drive shareholder returns.
No vision issue today is bigger than the question of efficiency versus some combination of innovation and customer service.
For CEOs today, it's all about acheieving growth and efficiency through innovation. It's not about product innovation so much anymore as about innovating business models. process, culture and management.
To most observers, innovation is a solitary process that requires creativity and genius, perhaps even greatness. It can't, in their view, be managed or predicted, just hoped for and, perhaps, facilitated. But for me innovation was and still is more than that. It was a battle in the marketplace between innovators or attackers trying to make money by changing the order of things, and defenders protecting their cash flow.
Customer-driven innovation was at the core of Intuit's first product, 'Quicken,' and it continues to guide us as we look to solve new problems in areas like mobile payments. Products like Intuit 'GoPayment' and the IntuitPayment Network are helping small businesses get paid faster, keeping cash flow strong and their business healthy.
Too often we measure everything and understand nothing. The three most important things you need to measure in a business are customer satisfaction, employee satisfaction, and cash flow. If you’re growing customer satisfaction, your global market share is sure to grow, too. Employee satisfaction gets you productivity, quality, pride, and creativity. And cash flow is the pulse—the key vital sign of a company.
Cash flow is a problem for a small and developing company, and the lack of it is the reason why many small businesses fail. Ensure that you have enough money in your bank account to make you able to carry out daily basic needs for your business.
Our attitude toward cash generation and asset management came out of our own thought process. After we acquired a number of businesses we reflected on aspects of business. Our own conclusion was that the key was cash flow.
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