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Organizational resilience covers a number of things: a strong balancesheet; secure supply chains; and a digital-first approach, but mindset may be the most important element. Companies such as SpaceX are obvious, but I’d include companies who are singularly focused on technologies such as quantum computing and fusion energy.
Consider Apple, hardly a byword in the energy business. This summer, the company applied for federal licenses to sell directly to customers the excess renewable energy it generates on its new campus and in facilities across Oregon, Nevada, and California. But solar electricity is only the beginning of the future energy marketplace.
In the last year, however, early-stage investments in clean energy production technologies have fallen substantially (see the table at the end of this piece for more detail). Most clean energy startups, on the other hand, need huge amounts of capital to get off the ground, and so far big payoffs have been scarce.
For those of us not in operations, supply chain, or logistics, it's a vaguely familiar line item we learned about in finance class. If we could permanently reduce the amount of product sitting idle, we'd save money, energy, and material. We know it's important and that we're supposed to reduce it by increasing "turns.".
Today’s executives spend a lot of time managing the balancesheet, despite the fact that it doesn’t represent their company’s scarcest resource. In contrast, today’s scarcest resource is your human capital, as measured by the time, talent and energy of your workforce. Energy, too, is difficult to come by.
Most offices have adequate but aging lighting systems that often operate inefficiently, can waste vast amounts of energy, and annoy employees. We believe that a recent business-model innovation will overcome this barrier and upend commercial lighting and other energy services. How It Works.
My guess is that while a poor balancesheet might cause restless sleep, it’s the thought of an incorrectly reported balancesheet that brings on night terrors. More costly, however, is diverting resources to overcorrect near-term headaches at the expense of the time and energy needed to plan for the long term.
Companies are increasingly seeing the obvious benefits of slashing energy use, and beginning to include in their calculations the considerable risk reduction from managing water well or limiting the use of toxic chemicals. Or in business terms, we're drawing down the assets on the balancesheet of the world.
No, business needs to value the Earth like it does its balancesheet. The planet provides the collective assets on the balancesheets of our global economy: that is, it’s quite literally the giver of everything required for our economy and society. operations. Those are lovely philanthropic choices.
To enhance financial flexibility, companies have been retaining unprecedented amounts of cash on their balancesheets, calling it "strategic" cash to distinguish it from the "operating" cash that is needed to run the business. energy or telecom) or research-intensive industries (e.g.,
In general, managing energy bills has traditionally been a pretty low priority for most corporations. For all but a few process-focused companies or those with energy-intensive facilities such as data centers, the utility bill is generally filed under the list of uncontrollable, take-it-or-leave-it costs of doing business.
Enron was rated BBB+ (or the equivalent) by all three rating agencies, which typically include all off balancesheet debt when determining a rating. Enron''s court-appointed bankruptcy examiner estimated the SPEs comprised $14 billion of off-balancesheet debt. This is why the rating agencies could exclude the SPE debt.
” Another reason you might see a very high ROA is if a company is messing with its balancesheet, explains Knight. The energy-trading company had a very high ROA. ” With ROE, you also need to remember that equity is the book value on the balancesheet. Take Enron.
Last year, Citi produced a powerful study of the costs and benefits of shifting the energy system toward low-carbon technologies. These so-called “stranded assets,” sitting on petro-company balancesheets, are essentially worthless. And thus those companies are massively overvalued.
Bain & Company’s Macro Trends Group carefully analyzed the global balancesheet and found that the world is awash in money. Global capital balances more than doubled between 1990 and 2010 — from $220 trillion (about 6.5 Yet the same crisis ushered in a new age of capital superabundance. times global GDP).
I met Slovenian entrepreneur, Sandi Cesko, in 2007 when his Ljubljana -based multi-channel retail operation, Studio Moderna , had about $70 million in sales. Stay off of ventures'' balancesheets — and get onto their income statements. Even better. Scale-up means growth, and growth means jobs, wealth, and tax revenues.
The previous year it had operated at a loss of $1.7 Gretchen's team had predicted that the additional operating costs would be offset by increased sales volume, but it seemed that customers weren't ordering more. They'll see what's not reflected on the balancesheet — that we're building strong relationships.".
The economy we’re operating in today may have been built to serve corporations, but not many corporations are doing well in the digital environment. Even the apparent winners are actually operating on borrowed time and, perhaps more to the point, borrowed money. They aren’t just the operators; they are the environment.
For most companies intellectual property is something that sits on their balancesheet. Or it could be indirectly, as Opower does in giving people benchmarking data on energy usage to foster conservation and efficiency. Operate : Deploy the platform to foster connections and the exchange of value at scale.
Government and private sector representatives from the energy, transportation, agriculture, industrial and building sectors worked collectively to identify the top five actions to move the needle on climate change, summarized in The Decarbonization Playbook. He said the U.S., acknowledges that agricultural reform looms large.
In November, United States’ crude oil production exceeded 10 million barrels per day for the first time since 1970, according to the US Energy Information Administration (EIA). The recent price swings highlight a new era of uncertainty gripping the world’s energy markets. hbr staff/bettmann/Getty Images. The soaring U.S.
Instead, they operate from a values-driven leadership model rooted in purpose, long-term thinking, and a commitment to societal impact. I was run into a example from The Economist where they said, okay, solar is driving energy costs in the afternoon to zero, if not negative in California and Germany. Bill Sherman Right.
I want to make sure that my forecast is operating really well. Balancesheet, we don't, we don't do debt. So balancesheet, as far as debt isn't an issue for us, but there are times we are buying assets, we're paying for assets that are not showing up in the P & L, they're ending up on the balancesheet.
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