| 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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