Financial Management & Risk

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024-Operations-500

Voluntary Actions After Enron

In the wake of the past year's reports of numerous corporate misdeeds, relatively few businesses have thought about making substantive voluntary changes in their ways of working. And, among companies that have made changes, the actions are general rather than specific.

018-Strategy-500

Reducing the Risk of Acquisition

Multiple studies have revealed that over half of completed M&A transactions actually dilute shareholder value within the first year. In a recent white paper,“Fundamental Issues Surrounding Failed Acquisitions” (April 2002), co-authors Robert Stefanowski and Anshuman Ray explore the underlying environmental factors that frequently derail promising corporate pairings.T

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012-big-data-and-analytics-500

Calculated Risk: A Framework for Evaluating Product Development

The product-development process is often seen as an undependable “black box” that rarely produces results that exceed business expectations. With an approach called “net present value, risk-adjusted,” the author offers an operational framework of quantitative tools that can be integrated into existing stage-gate methodologies to create a risk-adjusted NPV that considers the impacts of product portfolio, user needs, and technical and marketing risks.

012-Strategy-500

Strategy as Options on the Future

Traditional strategic planning draws from forecasts of parameters like market growth, prices, exchange rates, and input costs that managers are unable to predict five or 10 years in advance with any accuracy. The author discusses a strategy that embodies a coherent portfolio of options, sketches a process managers can use to develop this kind of strategy, and explains how planning and management opportunism can reinforce each other.

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07-Operations-500

How Do You Win the Capital Allocation Game?

Why do companies frequently make bad investment decisions and continue to blunder, even after the weaknesses in their capital budgeting analyses are evident? Because, say the authors, they don’t integrate capital budgeting into their overall strategy. To address this, the authors present a framework for dynamic capital budgeting that can help managers make intelligent investment decisions with a long-term strategy in mind.

02-Marketing-500

Are U.S. Managers Superstitious about Market Share?

Superstition has always had a big impact on human behavior, sometimes yielding macroeconomic effects for even the most industrialized societies. An example of the effects of superstition is the rate of Japanese births from 1960 to 1990 (see Figure 1). A general, steady decline is evident in recent decades.

Showing 41-60 of 61