In 2000, 95% of the Fortune Global 500 were headquartered in developed economies. Today, large companies are based in the following cities (in order from most to least): Tokyo, NYC, London, ...
More info In a popular HBR parable, not one person was willing to assume ultimate responsibility. Each person was willing to do his bit just as long as it was not too inconvenient (i.e., as long as it did ...
More info Focused on their shareholder value, many companies are using cash for share buybacks instead of research and development. This step: Reassures investors that stock is attractive at that level Is ...
More info …Three important words that some leaders do not feel like they can say due to ego or pride. A leader must be secure enough to say, “I don’t know.” 40% of leaders are ...
More info I toured Raytheon’s modernization and innovation center, where they are responsible for the integrated defense systems, including Israel’s “Iron Dome” and Patriot ...
More info Global leaders have more complexity than domestic leaders – to push the global agenda, establish global priorities, and align performance incentives. For example, the company vision must ...
More info Firms adhere to strict accounting rules with filing earnings. Yet, they also release “adjusted” numbers, designed to make bottom lines look more flattering. Usually, this indicates ...
More info This book, by Caroline Webb, describes some corporate culture insights from behavioral scientists (umbrella for neuroscientists, psychologists, and economists) who look at why we behave the way ...
More info When you have a BHAG (Big, Hairy, Audacious Goal) to accomplish, it is easier to divide it up into sub-goals.This enables progress monitoring, while making goal attainment more manageable and ...
More info An old investment adage is “the trend is your friend.” Industry and geographic trends contribute to business results, and some companies adapt better than others. With short-term ...
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