For global companies, ignoring China is not an option. But they must adapt their strategies to the country’s changing markets, increased competition, and shifting government priorities.
Issue 58, Spring 2010
In this issue
Too Good to Fail, Roots of Prosperity, Facing Up to the Demographic Dilemma, and More
- The history of investment and technology suggests that economic recovery is closer than you think, with a new silicon-based global elite at the helm.
- Why oil-rich Abu Dhabi is building the world’s first zero-carbon city.
- A fine-tuned supply chain is more than the sum of its parts. Ideally, each link improves the next.
- A new survey reveals that for different types of products, consumers change brands in response to different marketing triggers.
- Instead of bashing bonuses, let’s put in place the incentives we need: linking compensation to risk and capital.
- The newest corporate stakeholders — government representatives — must learn to become effective agents for reform.
- To avoid swinging between over-exuberance and excessive caution, set a disciplined target for your desired investment outcomes.
- As the market for basic health care expands, pharmacy chains will increasingly be called upon to provide simple medical services.
- MIT’s theorist of productivity draws a link between innovation in management practice and ongoing prosperity.
- A shortcut to the big themes in the conversation about corporate strategy.
- A review of Think Twice: Harnessing the Power of Counterintuition, by Michael J. Mauboussin.
- A review of The Management Myth: Why the Experts Keep Getting It Wrong, by Matthew Stewart.
- A review of How the Mighty Fall and Why Some Companies Never Give In, by Jim Collins.
- A review of Human: The Science Behind What Makes Us Unique, by Michael S. Gazzaniga.
- Aggressive or vindictive managers often feel inadequate — and take it out on their employees.
- Retirees who transition into temporary employment have better everyday health and experience fewer major illnesses than those who quit work entirely.
- Executives should seek to remove barriers to firm-wide collaboration and help general managers work together.
- People who juggle several tasks at once are less efficient at accomplishing their goals.
- The cost incurred by a firm's marketing practices, once revealed by authorities, can extend far beyond the monetary amount of a fine.
- Through good governance, oil-exporting countries can shield themselves from the effects of oil-price volatility.
- Greg Farrell, author of Corporate Crooks: How Rogue Executives Ripped Off Americans...and Congress Helped Them Do It!, highlights the cohesive corporate culture at Goldman Sachs that is on view in The Partnership: The Making of Goldman Sachs, by Charles D. Ellis.