Innovación y cambio
IESE Publishing > Innovación y cambio
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Iniciativa Emprendedora
Champion, David; Hofmann, Michael; Kaplan, Robert S.; Mikes, Anette; Simons, Robert; Tufano, Peter
HBSP (USA)
- Five experts gathered recently to discuss the future of enterprise risk management: Kaplan, the Baker Foundation Professor at Harvard Business School,
who with his colleague David Norton developed the balanced scorecard; Mikes, an assistant professor at HBS who studies the evolution of risk management and the role of the chief risk officer; Simons, the Charles M. Williams Professor of Business Administration at HBS; Tufano, the Sylvan C . Coleman Professor of Financial Management at HBS; and Hofmann, the chief risk officer at Koch Industries. The panel was moderated by HBR senior editor David Champion. Among the questions they addressed were: How predictable was the financial meltdown of 2008-2009? Did new tools for assessing risk give a false sense of security? How do the challenges facing industrial companies differ from those facing the financial sector? Is outsourcing an effective risk-management tool? Have capital structures become a bit too efficient in many companies? (...)
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Iniciativa Emprendedora
Bishop, Toby J.F.; Hydoski, Frank E.
HBSP (USA)
- Risk managers should plot their organizations' fraud threats on a heat map. They'll want to look carefully at the upper-left quadrant, where unlikely
- but potentially devastating - risks lurk. Of all the management tasks that were bungled in the period leading up to the global recession of 2008--2009, none was bungled more egregiously than the management of risk. This HBR Spotlight attempts to untangle the reasons that major systemic failures occurred, and to pin down some lessons for leaders and managers in the future.
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Iniciativa Emprendedora
Goldstein, Daniel G.; Spitznagel, Mark W.; Taleb, Nassim N.
HBSP (USA)
- Taleb (who wrote the best-selling books Fooled by Randomness and The Black Swan) and his coauthors argue that conventional risk-management textbooks don't
prepare us for the real world. For instance, no forecasting model predicted the impact of the current economic crisis. Managers make six common mistakes when confronting risk: They try to anticipate extreme events, they study the past for guidance, they disregard advice about what not to do, they use standard deviations to measure risk, they fail to recognize that mathematical equivalents can be psychologically different, and they believe there's no room for redundancy when it comes to efficiency. Companies that ignore Black Swan (low-probability, high-impact) events will go under. But instead of trying to anticipate them, managers should reduce their companies' overall vulnerability. Of all the management tasks that were bungled in the period leading up to the global recession of 2008--2009, none was bungled more egregiously than the
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Iniciativa Emprendedora
Jarvis, William; MacMillan, Ian C.
HBSP (USA)
- Today's sky-high personal debt levels portend a freeze in consumer spending and a rise in defaults. They could threaten your company - even if you don't
sell to consumers. Two experts explain how to calculate your firm's risk. Of all the management tasks that were bungled in the period leading up to the global recession of 2008--2009, none was bungled more egregiously than the management of risk. This HBR Spotlight attempts to untangle the reasons that major systemic failures occurred, and to pin down some lessons for leaders and managers in the future.
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Iniciativa Emprendedora
Behfar, Kristin; Brett, Jeanne M.; Friedman, Ray
HBSP (USA)
- You are leading a negotiating team for your company. When you sit down with the other party, someone on your side of the table blurts out: "Just tell
us - what do we need to do to get more of your business?" And in that moment, you know you've lost the upper hand. Gaffes like this are more common than most businesspeople would care to admit, management professors Brett, Friedman, and Behfar have found in their research. Even though team members are all technically on the same side, they often have different priorities and imagine different ideal outcomes: Business development just wants to close the deal. Finance is most concerned about costs. Legal is focused on patents and intellectual property. The authors recommend taking four steps, either singly or in tandem, to align those goals: Map out each person's priorities, work out conflicts directly with departments, employ a mediator if that doesn't work, and use data to resolve differences. Once you are all on the same page, you can take s
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Iniciativa Emprendedora
Bernstein, Peter L.
HBSP (USA)
- The Obama administration and the U.S. Federal Reserve--along with counterparts around the world--are doing their utmost to thaw the credit freeze that
took hold in the fall of 2008. But these measures, says the author, serve to show how badly the housing and derivatives bubbles deformed the economy and the global financial system. The first effect of the bailouts will be a dramatic rise in the size and cost of government borrowing, which will have serious inflationary consequences. Just as important is the transformation of the U.S. central bank into a version of the "bad bank" touted as a solution to the crisis. How disastrous the consequences will be depends on whether our appetite for risk has been increased by the bailouts or reduced by the meltdown.
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Dirección Estratégica
Childress S.; Marietta G.
HBSP (USA)
- Invest Early was an early childhood development partnership in rural Northern Minnesota between 14 different organizations, which worked together through
an advisory board, governing board, and leadership team in order to deliver coordinated early childhood services to young children living in poverty and just above poverty. Initial results showed that Invest Early children were better prepared for kindergarten than their low-income counterparts and the proficiency gap between Invest Early and high-income children had decreased significantly. Integrating and sustaining such a complicated network of individuals and organizations were not easy; it had taken over 10 years and thousands of hours of meetings. Issues such as the continued availability of funding and leadership turnover still threatened the effectiveness of the collaboration and the economic recession would almost certainly impact future leadership team decisions. Furthermore, the longstanding Head Start Education Manager, Dolore
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Dirección Estratégica
Osterman P.
HBSP (USA)
- Both the circumstances and the perception of middle managers have evolved over time. During the era in which the modern economy was built, for instance,
they were heroes. During the post-World War II period, they were victims, and now, in the era of restructuring, they have become villains. This chapter lays out the history behind these shifts in perception.
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Dirección Estratégica
Osterman P.
HBSP (USA)
- Though perceptions of middle managers have changed over time, this sector of the workforce has taken a real beating in recent years. As restructuring
becomes more pervasive, reports that managers are a dying breed proliferate. The data, however, show a very different picture. In this chapter, the author looks at whether the ranks of managers have grown or declined in recent years and whether managers' work has become more or less secure.
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ÚLTIMOS DOCUMENTOS SOBRE INNOVACIÓN Y CAMBIO
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Champion, David; Hofmann, Michael; Kaplan, Robert S.; Mikes, Anette; Simons, Robert; Tufano, Peter
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Behfar, Kristin; Brett, Jeanne M.; Friedman, Ray
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Goldstein, Daniel G.; Spitznagel, Mark W.; Taleb, Nassim N.
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Bishop, Toby J.F.; Hydoski, Frank E.
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Jarvis, William; MacMillan, Ian C.
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