C.K. Prahalad thinks we are entering a period where a key challenge is managing volatility and discontinuities.
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In a downturn like this one, every company should — in some sense — think of itself as a new business, according to Harvard Business School’s Lynda Applegate.
MIT Sloan School professor Simon Johnson offers an unsettling interpretation of the financial crisis. Also: Federal Reserve Chairman Ben Bernanke spoke about the relationship between financial innovation and consumer protection.
“What will be the long-term impact of the crisis on technological innovation?” Joshua Gans examines that question in the new Spring 2009 issue of MIT Sloan Management Review.
The global financial crisis that occurred in 2008 can be viewed as a systems accident that was fueled, in part, by innovations in the financial sector.
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.
Like most major change initiatives, going lean rarely looks good from the start. The operating efficiencies come quickly, yet sales and profits — for a while — get worse. The solution? Adopt a new financial reporting method that captures what’s really happening in the business.
Increased complexity of a company’s systems — products, processes, technologies, organizational structures, legal contracts and so on — can create dangerous vulnerabilities. Three complementary strategies can help mitigate the risk.
Many deals will fail to generate real value for shareholders of the acquiring company, and a good number will ultimately become wealth-destroying propositions. The fundamental problem lies in two inherent features of many M&As: the acquiring company’s struggle to value the target’s resources and the need for the parties involved to agree on a price. Research identifies three ways to help: selecting an alternative ownership structure, crafting a contractual agreement and utilizing information generated by other markets.
Often companies” budgeting processes don”t result in capital being invested optimally. The reason may be that strong personalities trump even well-designed systems. The authors profile five archetypes of bad behavior that line managers use to subvert logical decision making in order to grab resources. They also show how to counteract such behavior and instill values that lead to better use of investment capital.
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