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Nima Amiryany and Jeanne W. Ross
Successfully integrating a company acquired for its knowledge and experience is a particular challenge.
MIT Sloan’s Simon Johnson reflects on potential long-term consequences of U.S. political uncertainty.
By Fredrik Hacklin et al.
How can companies protect themselves when industries converge?
September 12, 2013 | By Michael Boppel, Sven Kunisch, Thomas Keil and Christoph Lechner
CEOs of large companies introduce corporate programs as a way to foster strategic renewal. Whether the goal is boosting profitability, improving business models or establishing new directions for growth, it’s important to match the design of the program with the desired outcomes.
A study of 125 corporate programs at large European organizations found that CEOs use three very different designs for corporate programs.
One approach is something the authors call “goal splitting.” In this model, the CEO breaks down the program’s main objectives into specific goals. Those goals are then assigned to business-unit managers. Those managers devote some of their time to that program and trying to realize its objectives.
“The major benefits of the goal-splitting approach originate from its tight integration with the know-how and involvement of line managers,” write authors Michael Boppel, Sven Kunisch, Thomas Keil and Christoph Lechner. “However, the tight integration with the line organization can become a liability, as managers must balance time allocated to the program with a continued focus on day-to-day business. Through close monitoring and clear accountability, the CEO can ensure that the program’s initiatives maintain their initial momentum and are not steered off course.”
The authors also detail two other designs also used by CEOs: “task force” and “overlay.”
How do organizations weigh the opportunities and risks that present themselves? These articles look at some of the common — and uncommon — issues, and how they are being managed.
ECOFACT’s 7 best practices for sustainable development risk assessment.
Kathleen Long (Montage Analytics), interviewed by Renee Boucher Ferguson
Behavioral analytics, Bayesian engineering and big data help companies mitigate business risk.
Martha E. Mangelsdorf
In these days of uncertain markets, how do you manage risk prudently – yet still grow your company?
Wei Pan et al.
A computer simulation of high-frequency trading behavior yields new insights into market volatility.
Adam Borison and Gregory Hamm
The authors make the case that a shift in risk management approaches is needed.
Martha E. Mangelsdorf
MIT Sloan’s Andrew Lo on the importance of analyzing the uncertainty levels of a business.