The Opportunities Brought to You By Distress |
An interview with Andrew W. Lo |
Liquidity solutions, ‘risk’ accounting, transparency turned into competitive advantage—leading economist Andrew Lo argues that this crisis offers opportunities that are unique |
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Sustainability, but for Managers |
By Michael S. Hopkins |
There’s a big—and getting bigger—public discussion about sustainability, but it’s not the one managers need. Here are some early findings from a different kind of inquiry. |
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Do-It-Yourself Brand Creation |
User communities have considerable potential to build their own brands. |
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A Dearth of Exit Strategies |
By Joshua Gans |
Fallout from the financial crisis could hinder innovation—by limiting options for technology start-ups. |
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A Culture in Common |
For innovation, corporate culture matters more than location. |
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The Power of a Mobilized Community |
A new book highlights the role of communities in the diffusion of radical innovations. |
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What Can Managers Learn From College Basketball? |
To gain insights into the labor market, consider how basketball coaches move from one job to another. |
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Motivated to Innovate |
R&D employees who find intellectual challenge motivating tend to be more productive. |
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How to Rethink Your Business During Uncertainty |
By Rita Gunther McGrath and Ian C. MacMillan |
Recessions are a good time to disengage from businesses and practices that are weak and under pressure—but the volatile environment demands that managers let go of old approaches. |
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The Risk of Not Investing in a Recession |
By Pankaj Ghemawat |
The challenge for managers during a downturn is to find the balance between pursuing too many unprofitable investment opportunities and passing up too many potentially profitable ones. |
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Downsizing the Company Without Downsizing Morale |
By Aneil K. Mishra, Karen E. Mishra and Gretchen M. Spreitzer |
When downsizing is unavoidable, smart managers look for opportunities to improve flexibility, innovation and internal communication to improve trust between managers and employees. |
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Recession-Proofing Your Organization |
By Peter Navarro |
Put aside the myth of the ‘tamed’ business cycle. In the wake of the current economic downturn, managers must learn how to use the business cycle for competitive advantage. |
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The Opportunities Brought to You By Distress |
An interview with Andrew W. Lo |
Liquidity solutions, ‘risk’ accounting, transparency turned into competitive advantage—leading economist Andrew Lo argues that this crisis offers opportunities that are unique. |
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The Profit-Making Allure of Product Reconstruction |
By John A. Pearce II |
Whether it involves recycling, refurbishing or remanufacturing, product reconstruction can offer attractive consumer prices, high-quality goods and a host of profit opportunities. |
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Good Days for Disruptors |
An interview with Clayton M. Christensen |
In the minds of many, the financial crisis has given innovation a black eye. Disruption theorist Clayton Christensen disagrees. |
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Cracking the Code of Mass Customization |
By Fabrizio Salvador, Pablo Martin de Holan and Frank Piller |
Most companies can benefit from mass customization, yet few do. The key is to think of it as a process for aligning a business with its customers’ needs. |
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The Trouble with Being Average |
By Cyril Bouquet, Andrew Crane and Yuval Deutsch |
Companies are more likely to achieve profitable sales overseas if their level of corporate social responsibility is either above average—or below it. |
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How to Make Sense of Weak Signals |
By Paul J.H. Schoemaker and George S. Day |
There’s no sense in denying it: interpreting weak signals into useful decision making takes time and focus. These three stages can help you see the periphery—and act on it—much more clearly. |
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Nature’s Rules |
By Martin Reeves |
How they can help you succeed in adversity...and how they can steer you wrong. |
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