- Opinion & Analysis
- Read Time: 24 min
There’s no sense in denying it: interpreting weak signals into useful decision making takes time and focus. These three stages can help you see the periphery—and act on it—much more clearly.
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Emerging markets (EMs) constitute the major growth opportunity in the evolving world economic order. Their potential has already effected a shift in multinational corporations (MNCs), which now customarily highlight EM investments when communicating with shareholders.
Is it possible to maintain valuable, productive ecosystems while furthering local, regional, and state economies? Improvements in implementing the Endangered Species Act can satisfy both interests.
Will the Japanese business system, based on favorable industrial policies, the keiretsu, and lifetime employment, survive the current recession? While simultaneous competition and cooperation among companies have fostered growth and a system without “losers,” fundamental changes may require an upsurge in risk-taking Japanese entrepreneurs.
The persistent U.S. trade imbalance may have two causes: a declining manufacturing base and the shift of the U.S. economy toward services. Correcting the imbalance will require a substantial commitment to expand America’s manufacturing base.
The competitiveness of U.S. corporations, particularly manufacturing firms, declined during the 1980s. The decade witnessed serious inroads by foreign firms into traditional domestic markets. In capital goods, for example, the import penetration ratio rose from less than 15 percent to nearly 40 percent. Some indicators of U.S.
On October 28, 1994, the MIT Sloan School and Price Waterhouse cohosted a roundtable discussion among CEOs, PW partners, and Sloan faculty. Walter Kiechel, then managing editor of Fortune, moderated the discussion, which focused on the organization in the year 2020 — its size, structure, leadership, and mission.T
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