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Just as success breeds success, failure also tends to create its own dynamic, leading to further failure and often beginning a spiral of decline into mediocrity or, in some cases, total disappearance of a company. The author describes the actions of CEO´s who rescued companies in such situations by achieving, as much as anything else, a psychological turnaround.
At the latest following the outbreak of the infamous “war for talent”, looking after your stars, or A players as they are referred to here, is supposed to be one of the most important things a top executive can do. But research shows that the long term survival of a company actually depends on a different group of people– the B players.
The second half of the 1990´s saw a massive amount of merger and acquisition activity. Conservative estimates suggest that these deals annihilated at least $ 1 trillion in share-owner wealth. The authors analyse why this happened and indeed why such wealth destruction continues to occur and how managers can make better M&A deals in the future.
“Easier said than done” – a well known saying, but one that regularly haunts each and every one of us. How, when and what kind of commitments a manager makes define much of what will happen to a business tomorrow and thereafter. The author describes different types of commitment at different phases in a company´s evolution and looks at how to make sure that what you say is what you do.
As a result of the continued stock market slide, General Motors ended 2002 with a pension-funding gap of $19,3 billion. And their problems are not unique. The author describes how such a situation was able to arise and makes some proposals for changes in company pension investment policy to avoid similar experiences in the future.
The Head of Global Marketing of a cosmetic company wants to launch a global brand, but not all the key country managers are impressed with the idea. Some would prefer instead to adopt local solutions, tailored more specifically to their market needs. Five experts give their opinion on how the Marketing Head should proceed.
Computer security breaches affect 90% of all businesses every year and cost an estimated $19 billion. Such breaches can disrupt operations, alienate customers and damage reputations. In the HBR Tool Kit series, the authors describe why ensuring against such attacks is not something to be left solely to the IT boffins and they make some suggestions on how to minimise the risk of attack.
James E. Ashton / Frank X. Cook, Jr. / Paul Schmitz
Out of the HBR Best Practice series, the authors issue a warning against jumping on the current bandwagon of looking for a nice acquisition to help grow your business, but suggest instead to make the most of the business you are in right now.
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