Issue 58, Spring 2010
In this issue
- 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.
- 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.