Index236
Risk (game) 22–3
risk-takers 11–12
running
to stay in same place 160
in wrong direction 160–1
Sadler’s Wells theater
and innovation 39, 168–9,
189–90
and stories 83
Schultz, Howard (Starbucks) 179
Sculley, John (Apple) 85
security/equity analysts 94–7
study of portability of 149–50
SEI 186–8
selection bias 10–12
self-conrming dynamics 126
self-fullling prophecies 126–7
and analyst coverage 89
and managerial expectations 128
of movie distributors 125–6
self-interest 199–200
share price see stock price
shareholder value orientation
195–7, 213
shareholders 196–9
Sharp, Chrissy (Sadler’s Wells)
168–9
short-term benets versus long-
term consequences 132, 144–5
sigma (error rate) 18
Sirens 98–9
Six Sigma 9, 136
size as objective 50–1
Skilling, Jeff (Enron) 69, 74, 78
social responsibility 210–12
soft stuff (factors) 14–15, 58
and public corporations 196
and security analysts 149–50
solutions, looking for 14
Southwest Airlines
and employee orientation, 197–8
as rst low-cost airline 26, 47
and success, 179
Spalding, Alistair (Sadler’s Wells)
83, 168–9
spare parts in a downturn 49
speaking up/staying quiet 7
Spring, Stevie 82–3, 86
stakeholders 196
star workers, portability of 148–50
Starbucks 179
status and advice-seeking 109
stock market
and CEO’s time 194–5
competitions to play 79
stock options 88
and CEOs 109–11
and earnings manipulations 112
as performance-related pay
109–10
and risk 110–13
stock (share) price
and acquisitions 63–4, 67
analyst inuence on 89–93, 94–5
and awards 77
and CEO behavior 71
and letters to shareholders 120
and long-term incentive plans
123–5
and social responsibility 212
strategic change, responses to 33
strategic decisions 2, 42
strategic management survey 15–16
strategic rationale 22
strategic recognition capacity 172
strategy 21–3
adapted to actions 62
denition 13
emergence of successful 25–7
and numbers 12–13
and re-organizations 188