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The Stress Test Every Business Needs: A Capital Agenda for Confidently Facing Digital Disruption, Difficult Investors, Recessions and Geopolitical Threats

The Stress Test Every Business Needs: A Capital Agenda for Confidently Facing Digital Disruption, Difficult Investors, Recessions and Geopolitical Threats

Jeffrey R. Greene, Steve Krouskos, Harsha Basnayake, William Casey, Julie Hood

ISBN: 978-1-119-41813-9

Aug 2018

272 pages


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Future-proof your business today for stronger performance tomorrow

The Stress Test Every Business Needs: A Capital Agenda for confidently facing digital disruption, difficult investors, recessions and geopolitical threats shows corporate leaders how to create value and flexibility in an increasingly volatile business environment that presents both great risks and opportunities every day. The authors extend the banking “stress test” concept to a company’s Capital Agenda—how executives manage capital, execute transactions, and apply corporate finance tools to strategic and operational decisions. Having a static Capital Agenda, however appropriate for your current market position, is not enough in today's uncertain world. Long-term success comes from building resilience into each element and in the way those elements interact.

The book uses a broader definition of business stress that includes traditional macroeconomic, sovereign-risk, and commodity-related shocks, as well as technological disruption, hostile takeovers, and activist shareholders. In this expanded view, companies that make poor strategic decisions or underperform operationally—even in a benign economic and geopolitical climate—will likely find themselves facing great stresses. And that stress is symmetric; threats come from downside risks and from missed opportunities.

The chapters address the how and why of essential issues such as:

  • Formulating corporate strategy in a digital world;
  • Pre-empting activist shareholders;
  • Restoring distressed companies to operational and financial health;
  • Ensuring effective collaboration among strategy, finance, and operations;
  • Getting the most out of your advisors;
  • Proactively managing intrinsic value;
  • Rigorously allocating capital across the enterprise;
  • Acquiring and divesting for optimum value;
  • Syncing financing decisions with business strategy and capital market conditions;
  • Incorporating tax planning throughout the Capital Agenda;
  • Liberating excess cash through leading working capital management practices;
  • Aligning strategic goals and metrics to reach your company’s full potential.

Companies that formulate strategy and set operational priorities with a balanced Capital Agenda are best positioned to control their own destiny. The Stress Test Every Business Needs provides a roadmap to future-proof your business today for stronger performance tomorrow. 

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Chapter 1 How resilient is your Capital Agenda?
Jeffrey R. Greene

Chapter 2 Can your strategy thrive in a digital world?
Tony Qui and Glenn Engler

Chapter 3 How can you pre-empt activist shareholders?
Shyam Gidumal

Chapter 4 How should you restore a distressed company to health?
Andrew Wollaston and Donald Featherstone

Chapter 5 Are strategy, finance and operations integrated for optimal value creation?
Sharath Sharma and Daniel Burkly

Chapter 6 How can you get the most out of your advisors?
Giri Varadarajan and Aayush Tulsyan

Chapter 7 Do you understand the intrinsic value of your company, and how to manage it?
Daniel Burkly

Chapter 8 Are you allocating capital across the enterprise to reduce C-suite stress?
Jeffrey R. Greene

Chapter 9 Are your portfolio reviews timely, objective and thorough?
Jeffrey R. Greene and Jeff Wray

Chapter 10 Is tax planning a full partner in building resilience and driving value?
Bridget Walsh and Erica Lawee

Chapter 11 Do your acquisitions consistently pay off for shareholders?
Brian Salsberg

Chapter 12 Are you planning and executing divestments for maximum value?
Paul Hammes and Subin Baral

Chapter 13 Do your financing choices support flexibility and efficiency?
K.C. Brechnitz

Chapter 14 How well does your working capital management contribute to cash flow and earnings?
Sven Braun and Steve Payne

Chapter 15 Will your strategic goals ensure your company reaches its full potential?
William Achtmeyer and John Trustman


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