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Because what we would do is we would parachute into places like British Airways, Montreal Trust Ca Industries, and we were like the external strategicplanning. They were so poorly constructed, they were destined to fail. So this is how we’re able to focus on meaningful relationships within the market. Correct.
Properly channeled, even anger and frustration can be constructive. To what extent am I navigating by intuition and feeling as opposed to a well-formed strategicplan? Non-financial factors that should be assessed include organizational structure, management team depth, succession planning, and a host of others.
For another, their biggest risk is ensuring safety on the job sites, but they also face fluctuating demand in the construction industry and the risk this puts on their P&L. One recommendation was to establish baselines for the business based on prior experience, or to use external benchmarking information to evaluate performance and risk.
And the advice that he gave to David Einhorn about it that helped lead Einhorn to start really kicking the benchmark’s butt again for the past couple of years. We built a company that was focused on valuation, initially, actually targeting corporate strategicplanning departments. That’s really bad.
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