Malta way board of directors, a governance of your Board not just compliant with OECD and tax rules but also for the success for a reality’s leadership and innovation

Malta way provides you with a Non-Executive Director (NED) residing in Malta and other countries, to have your Board of Directors compliant with international tax rules, but above all to have in your Governance team a valuable contribution to your leadership skills and of Innovation.

To avoid the innovation trap or the DCF (Discounted Cash Flow model), you need a Long Term Leadership, capable of building the future business to replace today’s offer.

Share with us this study and your future projects to do it with a base in Malta and anywhere in the world

Chief mystic Officer or Chief critical thinking Officer ???

The trap of mystic … Reality person or manipulating leader … be a savvy investor and Board Member
www.maltaway.com no borders international advisory partners to govern your governance

“today’s job abstractionism doesn’t feel progressive, forward-thinking or scientific. The parallel, if anything, is with a feudal, out-of-touch, ruling class that indulged in advice from mystics, prophets and oracles to suspend reality rather than engage with it.
We live in a world in which investors demand hyper-growth from would-be corporate success stories. Understandably, companies need to justify their otherworldly ambitions. Appointing sycophantic mystics who can tell fanciful stories about the good that can be done, if and when absolute power is achieved, is one way to do it. How else can you sell total market dominance and monopoly to yourself and others?”

The Most Innovative Companies Have Long-Term Leadership

The Most Innovative Companies Have Long-Term Leadership. The innovation Trap

Call 2019 the year of innovation in the Corporate Governance models

 If innovation is the foundation to building the future, this focus should be reassuring. To overcome disruption and remain relevant into the future, companies need to build businesses that will replace their legacy offerings.

A Gartner survey of almost 500 executives at global corporations revealed that growth is this year’s top priority. Google Trends reveals that interest in disruptive innovation crept up to peak levels this year. It seems that every time you hop on a quarterly earnings call, the CEO mentions innovation. The M&A markets are frothy, corporations are investing in Silicon Valley labs, and even PhDs looking for jobs in business schools are finding it tough to find homes without “innovation” somewhere in their background.

And even with the best of intentions, most CEOs start off disadvantaged in building the next big thing. Many of the reasons for this are well documented. Executives have conflicting incentives, the wrong investment metrics, and enormous margin pressure. But sometimes, executives manage to overcome all of these structural challenges and push the right types of ideas regardless of the barriers. Companies like Apple, Amazon, General Electric, and IBM demonstrate the possibility for ongoing reinvention in pursuit of the next big idea.

The use of discounted cash flow (DCF) and net present value (NPV) to evaluate investment opportunities causes managers to underestimate the real returns and benefits of proceeding with investments in innovation.

The DCF Trap
Most executives compare the cash flows from innovation against the default scenario of doing nothing, assuming—incorrectly—that the present health of the company will persist indefinitely if the investment is not made. For a better assessment of the innovation’s value, the comparison should be between its projected discounted cash flow and the more likely scenario of a decline in performance in the absence of innovation

ackling big audacious problems take time. It’s why venture investors and entrepreneurs tend to be committed for the long haul. Big ideas start small.

The unfortunate truth is that most public company executives don’t last too long in their roles. Based on an annual survey conducted by the Conference Board, the average CEO departs her role with fewer than 9 years under her belt. If it takes a decade to build a big business, that’s already too short of a time to be the “executive sponsor” for the project.

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https://hbr.org/2014/12/the-most-innovative-companies-have-long-term-leadership

 

 

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