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1 H Thomas Johnson and Robert S Kaplan, Relevance Lost: The Rise and Fall of Management Accounting (Boston: Harvard Business School Press, 1987) 2 Ibid 3 Robert S Kaplan, Introduction to Activity Based Costing, Harvard Business Review, February 19, 1997, revised July 5, 2001 4 Ibid 5 H Thomas Johnson, Relevance Regained: From Top-Down Control to Bottom-up Empowerment (New York: Free Press, 1992), pp 131 and 154 6 In Do Appearances Matter The Impact of EPS Accretion and Dilution on Stock Prices (working paper, Harvard Business School, 1999), Harvard Business School Professor Gregor Andrade addresses the question of whether deals that reduce EPS affect share prices, independent of impact of actual cash flows In practice, acquisitions often go ahead only on the basis of being accretive to EPS (ie, increasing EPS) But in the study, which considered more than 200 transactions between 1975 and 1994, Andrade found that EPS accretion/dilution has only a marginal impact on share performance and then only for a period of up to 18 months following the deal, with zero impact thereafter (marginal: a 03% increase in share price for each 1% increase in expected earnings yield or ratio of projected EPS to current stock price) The magnitude of this effect is higher for firms with lower ownership by institutional investors, ie, with a larger percentage of unsophisticated investors In sum, the impact is far smaller than popularly believed by practitioners views 7 Williams is responsible for creating the Dividend Discount Model, still widely used today 8 McKinsey and Company, Inc, Tom Copeland, Tim Koller, Jack Murrin, Valuation: Measuring and Managing the Value of Companies, Third Edition (New York: John Wiley and Sons, 2000), pp 76-77 Copeland s book makes valuation accessible to those who do not have an MBA ROIC ia an appropriate metric for the majority of companies, but we use Return In Equity for banks and other financial institutions 9 More background on the link between DCF and EP is available from the authors upon request 10 This can be seen quantitatively in Gordon s Constant Growth Model, a version of the dividend discount model in which dividends are assumed to grow at a constant rate The model is: P0 = Div1/(k g), where g = growth rate, k = cost of capital or expected return You can see from the model that P is positive as long as k > g; conversely, it is negative when g > k Clearly, runaway growth with poor returns is value destroying 11 SKU d again, or Why Excess SKUs are killing our efficiency, 2000 Food Industry Productivity Convention, Minneapolis, MN, October 22-25, 2000) 12 In 1965, Gordon Moore, a cofounder of Intel, predicted that the capacity of PCs would double every 18 months 13 James McTaggert et al, The Value Imperative (New York: The Free Press, 1994) 14 Clemons and Thatcher, Capital One (see chap 1, n7) 15 Rebwar Taha and Gary Mitchell, How Complexity Costs Associated with Product Portfolio Proliferation Impact Economic Profit (proceedings from International Mechanical Engineering Congress and Exposition, Nashville, TN, November 14-19, 1999) 16 Marcus Aurelius Antoninus, AD121-180, Roman Emperor AD 161-180 From his Meditations iii 11.

2 Mbps*

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X7 + X9 = X10 X1 XOR X9 = X11 X3 XOR X9 = X12 X2 XOR X10 = X13 X4 XOR X10 = X14 X11 = A X13 = B X12 = C X14 = D Then the next round starts After eight rounds are completed, four more steps are done: X11 * S49 = C1 X12 + S50 = C2 X13 + S51 = C3 X14 + S52 = C4 The output of the last four steps is then concatenated to form the ciphertext This algorithm is fairly new, but all current cryptanalysis on full, eight-round IDEA shows that the most efficient attack would be to brute-force the key The 128-bit key would prevent this attack being accomplished, given current computer technology The only known issue is that IDEA is susceptible to a weak key a key that is made of all 0s This weak key is easy to check for, and the weakness is simple to mitigate

2 Mbps*

2 Mbps*

However beautiful the strategy, you should occasionally look at the results Sir Winston Churchill

Symmetric algorithms are important because they are comparatively fast and have few computational requirements Their main weakness is that two geographically distant parties both need to have a key that matches exactly In the past, keys could be much simpler and still be secure, but with today s computational power, simple keys can be brute-forced very quickly This means that larger and more complex keys must be used and exchanged This key exchange is difficult because the key cannot be simple, such as a word, but must be shared in a secure manner It might be easy to exchange a 4-bit key such as b in hex, but exchanging the 128-bit key 4b36402c5727472d5571373d22675b4b is far more difficult to do securely This exchange of keys is greatly facilitated by our next subject, asymmetric, or public key, cryptography

2 Mbps*

2 Mbps*

Asymmetric cryptography is in many ways completely different than symmetric cryptography While both are used to keep data from being seen by unauthorized users, asymmetric cryptography uses two keys instead of one It was invented by Whitfield Diffie and Martin Hellman in 1975 Asymmetric cryptography is more commonly known as public key cryptography The system uses a pair of keys: a private key that is kept secret and a public key that can be sent to anyone The system s security relies upon

eading companies including Wal-Mart and Toyota understand that market strategy cannot be viewed separately from operating strategy Portfolio decisions regarding customers and offerings, and operational decisions regarding service, delivery, and production have direct impact on each other In other words, strategy is a tool, not a jewel the means for charting the path forward, which then must be executed through the company The interactions between corporate strategy decisions and operations are the pivot points of complexity in your organization How you exploit or conquer those points of complexity will determine the next great profit breakthrough At its most basic level, your options are straightforward All decisions related to complexity fall into three categories: 1 Change your existing portfolio of offerings Increase complexity by adding new products/services or by expanding existing brand lines, and/or Decrease complexity by eliminating products, services, brands, options, etc 2 Improve the profitability of existing offerings, strengthening positive Economic Profit (EP) or counteracting negative EP 3 Minimize internal complexity of support functions so that corporate resources can be shifted towards value-add activities

2 Mbps*

7140-2FE 8*

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