Winning Now, Winning Later: How Companies Can Win in the Short Term While Investing for the Long Term

  • 10h 1m 50s
  • David M. Cote
  • HarperCollins Leadership
  • 2020

"Dave Cote just delivered the War and Peace of books on corporate[s] the biggest challenge in corporate America: balancing the short-term success demanded by investors with sowing the seeds for rewards that will only be harvested years hence, but are essential to achieving greatness." (Fortune Magazine)

Business leaders often take actions that prop up earnings in the short term, but compromise their companies’ long-term health. David Cote, the much-respected former leader of Honeywell International and one of the most successful CEOs of his generation, shares a simple, paradigm-shifting method of achieving both short- and long-term goals.

Short-termism is rampant among executives and managers today, causing many companies to underperform and even go out of business. With competition intense and investors demanding strong quarterly gains now, leaders all too often feel obliged to sacrifice the investments so necessary for long-term growth.

Dave Cote is intimately familiar with this problem. Upon becoming Honeywell’s CEO in 2002, he encountered an organization on the verge of failure, thanks to years of untrammeled short-termism. To turn the company around, he and his team adopted a series of bold operational reforms and counterintuitive leadership practices that enabled them to "do two conflicting things at the same time" - pursue strong short- and long-term results. The outcome was phenomenal. Under Cote’s leadership, Honeywell’s market cap grew from $20 billion to $120 billion, delivering returns of about 800 percent, two and a half times greater than the S&P 500.

In this Audiobook

  • Chapter 1 - Banish Intellectual Laziness
  • Chapter 2 - Plan for Today and Tomorrow
  • Chapter 3 - Resolve Serious Threats to the Business
  • Chapter 4 - Focus on Process
  • Chapter 5 - Build a High-Performance Culture
  • Chapter 6 - Get and Keep the Right Leaders—But Not Too Many of Them
  • Chapter 7 - Go Big on Growth
  • Chapter 8 - Upgrade Your Portfolio
  • Chapter 9 - Take Control of the Downturns
  • Chapter 10 - Manage the Leadership Transition