- Opinion & Analysis
- Read Time: 6 min
When it comes to tapping into the passions of employees, the opportunities and threats that sustainability presents are two sides of the same coin.
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As sustainability-related pressures change the competitive landscape, what kinds of capabilities and characteristics will that landscape demand of companies that aim to thrive? Here’s what Business of Sustainability survey respondents and sustainability thought leaders say.
The editors of the MIT Sloan Management Review are pleased to announce the winners of this year’s Richard Beckhard Memorial Prize, awarded to the authors of the most outstanding MIT SMR article on planned change and organizational development published from Fall 2007 to Fall 2008.
According to public filings, about 96% of the boards of Standard & Poor’s 500 (S&P 500) companies had a lead or presiding director in 2008. That was not always the case; in fact, that percentage represents a four-fold increase since 2003.
Strong brands are often seen as an important corporate asset. But what happens when user communities—connected by the Internet—start to create their own brands? That question was explored in an intriguing August 2008 working paper, “Costless Creation of Strong Brands by User Communities: Implications for Producer-Owned Brands.” The paper suggests that companies with traditional brands would be wise to pay attention to this emerging arena.
Want success for your radical innovation? Think like a community organizer.
That’s one of the messages of Market Rebels: How Activists Make or Break Radical Innovations (Princeton University Press, 2009), a new book by Hayagreeva Rao.
Is there a corporate culture of innovation that transcends national differences? That’s one of the suggestions of a study called “Radical Innovation Across Nations: The Pre-eminence of Corporate Culture” that was published in the January 2009 issue of the Journal of Marketing. Gerard J. Tellis, Jaideep C.
Image courtesy of Flickr user Sharon Drummond.
Any one of us—and any one of our organizations—could be forgiven for behaving at the moment like a bear confronting winter. I don’t mean behaving “bearishly,” as investors do. No, I mean behaving literally like a bear—which is to say, shutting down the system.
Insiders often find their opinions carry very little weight. Even data from competitors can seem superior.
Since 2007, as banks took successive writedowns related to deteriorating mortgage-backed securities, the conventional wisdom was that we were facing a crisis of bank solvency triggered by falling housing prices and magnified by leverage.
Some say the root cause of the global financial crisis was a few regional financiers selling risky mortgages to poor people. How can that be? The subprime mortgage market is a fraction of the U.S. mortgage market, which is a fraction of the U.S.
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