An executive’s “financial signature” is the key to how he or she evaluates risk and reward to build company value.

Boards in the United States are undergoing reforms in leadership, membership and performance evaluation. But are all the changes for the better?

Deal making and salesmanship are giving way to creativity and invention as the driving leadership ethos in corporate America.

Knowledge management is creating processes not just for learning and retaining what is important but also for avoiding or unlearning what is not.

The corporation has emerged as perhaps the most powerful social and economic institution of modern society. Yet, corporations and their managers suffer from a profound social ambivalence. Believing this to be symptomatic of the unrealistically pessimistic assumptions that underlie current management doctrine, Ghoshal et al. encourage managers to replace the narrow economic assumptions of the past.

How can companies combat the overconfidence and tunnel vision common to so much decision making? By first identifying basic trends and uncertainties and then using them to construct a variety of future scenarios. The author shows how two major companies got a richer picture of the possible future through scenarios — and dramatically improved their strategic planning.