jerryking + checklists   17

How to Prepare, Just in Case You Die Young - WSJ
By Chana R. Schoenberger
March 4, 2018

POWERS OF ATTORNEY and PROXIES
“If you’re worried about passing suddenly or becoming suddenly incapacitated, the legal documents you should have are some sort of health-care advance directive and a living will,” Mr. Kaplan says. A health-care proxy appoints one person, older than age 18, to act on your behalf when making medical decisions. If you don’t have this document signed and something happens to you, your spouse will have the right to make these decisions for you, followed by your adult children and your parents. Make sure to designate a first- and second-choice person to be your proxy, Mr. Kaplan says.

You’ll also want to sign a living will, which lays out your intentions for end-of-life care, such as when to withhold treatment if doctors determine you’re not going to recover, and whether you wish to be an organ donor.
checklists  insurance  estate_planning  howto  dying  end-of-life  unthinkable  wills 
march 2018 by jerryking
‘Being Mortal’ Explores the Benefits of Setting Goals for Death - NYTimes.com
OCT. 6, 2014 | NYT |By ABIGAIL ZUGER, M.D.

Being Mortal
Medicine and What Matters in the End.
By Atul Gawande, M.D.
Metropolitan Books. 282 pages. $26. Credit Alessandra Montalto/The New York Times

Another is the author’s palpable enthusiasm as he learns that many of the most difficult conversations doctors should have with their patients can be initiated with only a few questions. (What are your fears? Your hopes? The trade-offs you will and will not make?) One suspects a new checklist may be in the offing.
Atul_Gawande  books  book_reviews  stressful  conversations  end-of-life  tradeoffs  questions  medical_communication  difficult_conversations  checklists  what_really_matters 
october 2014 by jerryking
Chef Michael Bonacini’s five top tips for success
COURTNEY SHEA
Published Sunday, Mar. 16 2014
Keep your eye on the oven

In terms of the mistakes I see from the contestants on Masterchef Canada, the most common thing is that a cook will lose focus. When you’re in the kitchen, this is the most important thing and it’s that much harder because of the competition and the cameras. It’s so easy to let your mind wander for a second and all of a sudden you’re heading off in three or four different directions. Focus is what will allow you to stick to a vision and hopefully deliver a good product. T
Pay to be picky [jk...be conservative, be discerning, be picky, be selective, say "no"]
Peter [Oliver] and I get a lot of offers to do restaurants – a new build, taking over an existing establishment, a hotel. The first question we ask ourselves is, does it fit the brand? The landlord, the building, the location – do all of these things align with who we are and where we want to go? Then there are the business aspects. What is the rent? What are the build-out costs? There are so many checkpoints that we go through. Eight times out of 10, it’s a pretty quick no. Being very discerning about the projects we get involved with has allowed us to maintain our reputation for so many years.
Lots in a name
Don’t be a rose-tinted restaurateur
Consistent is better than cool
chefs  restaurants  restauranteurs  ksfs  entrepreneur  tips  questions  brands  selectivity  checklists  reputation  consistency  focus  discernment  say_"no"  personal_branding 
march 2014 by jerryking
Run Your Family Like a Business - WSJ.com
February 10, 2013 | WSJ | By BRUCE FEILER.

Family Inc.
A new generation of parents is taking solutions from the workplace and transferring them to the home. From accountability checklists to branding sessions, the result is a bold new blueprint for happy families.
family  parenting  accountability  checklists  blueprints 
february 2013 by jerryking
A six-point checklist for hiring consultants
Jan. 02 2013 | The Globe and Mail | HARVEY SCHACHTER,
Special to The Globe and Mail

David Fields, a consultant on hiring consultants, offers in his new book, The Executive’s Guide to Consultants: key points-
1. Why are we considering an outside expert?
2. What are our desired outcomes?

3. When will we know we’re on the right track?

4. What risks do we face?

5. What is the value of taking on this project?

6. Which parameters will limit or affect the project?
Harvey_Schachter  management_consulting  risks  checklists  book_reviews  questions  hiring  outcomes  JCK 
january 2013 by jerryking
Parting Shot - WSJ.com
September 25, 2000 | WSJ | By HAL LANCASTER.
Parting Shot
What's a recession? Perhaps it's time to remember
warning_signs  recessions  anticipating  checklists  overconfidence 
july 2012 by jerryking
Engineer a smooth takeover with five proven tips
https://hbr.org/2007/09/rules-to-acquire-by

09-17-2007 The Globe and Mail by Schachter, Harvey
MERGERS AND ACQUISITIONS - Taken from "Rules to Acquire" By Bruce Nolop, of Pitney Bowles. FROM THE SEPTEMBER 2007 ISSUE of the Harvard Business Review.

A close look at the world’s most successful companies reveals that, in general, they rely heavily on acquisitions to achieve their strategic goals......acquisitions can be faster, cheaper, and less risky than organic expansion. It’s a seeming paradox, until you realize what’s going on: Some acquirers have figured out how to do it right. Many have not.......Pitney Bowes embarked on our acquisition program.....they believed that they should develop a disciplined approach to making acquisitions and learning from them as an organization......More than 70 acquisitions later, they have a process firmly in place.......What’s behind the program’s success? ....a due diligence checklist that now covers 93 separate points of concern.....and a few key guidelines.

* Stick to adjacent spaces

Too many companies reach far afield when making acquisitions......Pick acquisition targets that are logical extensions of your company's current business mix, so they can be taken on incrementally. Such additions take advantage of the organization's tacit strengths - management know-how, customer insights, and cultural orientation - that are often ignored by more grandiose strategists. And they keep your brand consistent...... a 2001 McKinsey study: adjacent acquisitions correlate with increased shareholder value, whereas diversification into non-related areas actually reduces shareholder value. ....Profit from the Core author Chris Zook, looked for patterns in 2,000 companies’ growth initiatives and concluded that adjacent moves were the most successful.......Q: Can you really add more value to the target company than any other acquirer can?

* Bet on portfolio performance

Manage acquisitions like an investment portfolio, trying for multiple smaller acquisitions rather than one or two gargantuan bets. He notes that a Bain & Company study found the economic returns from acquisitions are greater if the purchase represents 5 per cent or less of the acquirer's market capitalization - so smaller is better. A portfolio approach keeps acquisitions to manageable size and hedges the risk that any one will go awry, producing more predictable financial results over time.......The classic benefit of a portfolio strategy, whether for acquisitions or any other type of investment, is that it produces more-predictable financial results over time.

* Get a business sponsor--No exceptions!

A clearly defined leader has to be personally focused on executing the business plan for the acquisition, assuring revenue targets and those often-elusive cost synergies.

That sponsor must drive the behind-the-scenes infrastructure projects that are essential to operational success, such as the integration of IT systems and HR policies, and develop strong relationships with the newly acquired management teams to ensure talent retention.

This can't be left to a corporate development group - it must be in the hands of an individual who is held personally responsible for the acquisition's success, and who reports regularly to the CEO and the board.

* Be clear on how the acquisition will be judged

You need to know exactly what you are seeking - what do you mean, exactly, when you talk of growth potential, or market development, or near-term synergies? For bolt-on acquisitions, which neatly fit into a business or market, financial returns should be more short term, while it will take longer for those benefits to accrue when the acquisition is a platform that takes you into a new, albeit still adjacent, business space or activity.

* Don't shop when you're hungry

What applies at the supermarket applies in corporate acquisitions. If you buy when you are hungry, you're likely to grab more than you need and be less price sensitive. On a strategic level, hunger can occur when you are seeking a missing element that you feel is urgently needed. Also problematic are acquisitions made to compensate for poor performance in existing operations.
adjacencies  bolt-on  buying_a_business  buyer's_remorse  CAMEX  checklists  Chris_Zook  clarity  due_diligence  emotional_discipline  growth  guidelines  Harvey_Schachter  HBR  leadership  M&A  McKinsey  mergers_&_acquisitions  metrics  organizational_learning  paradoxes  Pitney_Bowes  platforms  portfolio_management  process-orientation  rules_of_the_game  tips 
march 2009 by jerryking

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