Goodrich & Associates Newsletter

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Latest from Goodrich & Associates Newsletter

Effective management requires listening, communicating, and observing people firsthand. Virtual interactions, while certainly more convenient, can have a negative impact on results if done to the exclusion of everything else. Today’s newsletter explains, in addition to offering specific suggestions for taking full advantage of your physical presence. Read more…
The post Why Your Physical Presence Matters (December 2021) appeared first

Financial restructuring generally refers to a series of financial transactions that results in existing equity being significantly diluted and/or wiped out. It is rarely a pleasant process and, thankfully, not something most debtors have a great deal of experience with. By understanding what’s involved (the subject of today’s newsletter) and enlisting the help of qualified and experienced financial and legal

Financial restructuring generally refers to a series of financial transactions that results in existing equity being significantly diluted and/or wiped out. It is rarely a pleasant process and, thankfully, not something most debtors have a great deal of experience with. By understanding what’s involved (the subject of today’s newsletter) and enlisting the help of qualified and experienced financial and legal

Fundamentally, leadership is about getting people to move in a particular direction. In my experience, that comes down to communicating a clear vision, ensuring that people understand their role, and staying visible throughout the process. In today’s newsletter, I take a look at how this plays out in practice and share additional recommendations. Read more…
The post Change… It Doesn’t

Opportunity cost is a big picture means of looking at things. It comes down to determining the highest use and highest value of a limited resource, whether that’s time, money, production capacity, or something else. In today’s newsletter, I examine four critical constraints that create opportunity cost in the first place and share suggestions for identifying and managing them. Read

When evaluating business decisions that have gone wrong, I often find that it is the data itself — not the conclusions that were derived from it — that was flawed. In today’s newsletter, I share examples of how bad data has led to bad decisions, and offer suggestions for ensuring that the data you rely on is well conceived.Read