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800-CEO-READ BESTSELLER
Featured in Fortune, Harvard Business Review, and Entrepreneur, Go Long is “mandatory reading for the CEOs and boards of all public companies,” according to David M. Rubenstein, co-founder and co-executive chairman of The Carlyle Group.
The lifespans of companies are growing shorter each day. Why do some companies thrive and grow, while others fail?
Inspired by the CEO Academy®, the annual off-the-record gathering of chief executives organized by the authors, Go Long reveals how some of the world’s most prominent business leaders resisted short-term pressures to successfully manage their organizations for the long term, and in turn, aim to create more jobs, more satisfied customers, and more shareholder wealth.
In Go Long, authors Dennis Carey, Brian Dumaine, Michael Useem, and Rodney Zemmel take you behind-the-scenes to witness the business decisions that are enabling leading organizations to outsmart and outlast the competition.
Why did CEO Larry Merlo allow CVS to take a $2 billion hit—on purpose?
Featured in Fortune, Harvard Business Review, and Entrepreneur, Go Long is “mandatory reading for the CEOs and boards of all public companies,” according to David M. Rubenstein, co-founder and co-executive chairman of The Carlyle Group.
The lifespans of companies are growing shorter each day. Why do some companies thrive and grow, while others fail?
Inspired by the CEO Academy®, the annual off-the-record gathering of chief executives organized by the authors, Go Long reveals how some of the world’s most prominent business leaders resisted short-term pressures to successfully manage their organizations for the long term, and in turn, aim to create more jobs, more satisfied customers, and more shareholder wealth.
In Go Long, authors Dennis Carey, Brian Dumaine, Michael Useem, and Rodney Zemmel take you behind-the-scenes to witness the business decisions that are enabling leading organizations to outsmart and outlast the competition.
Why did CEO Larry Merlo allow CVS to take a $2 billion hit—on purpose?
- How did former CEO Alan Mulally maneuver Ford’s $48 billion turnaround?
- How did director Maggie Wilderotter and her fellow board members engage top management to embark on an unusual exercise to help Hewlett Packard Enterprise build a long-term strategy?
- Why did former CEO Paul Polman turn back to Unilever’s original mission of leading with a purpose to fuel profits?
- How did former Verizon CEO Ivan Seidenberg convince his investors and board to allow him to make a $150 billion bet?
- How did former CEO George Buckley find a way to address investor calls for 3M to spend less on research and development while still finding a way to innovate?
