2005 2011 Cost Operations 
Strategy Driven
JANUARY 31, 2011
It’s easy to see why competition drives down costs. The favored insurer passes along artificial cost increases directly to their customers, while disadvantaged competitors have to charge even higher premiums to continue offering access to offending providers. In 2005, TheraMatrix contracted with Ford Motor Co.
Harvard Business Review
JUNE 26, 2014
And yet cash does carry costs. My colleague Benjamin Mazzotta and I have been studying the costs of cash across a wide range of countries: U.S., The use of cash involves several social costs to individuals — especially the poor — as well as business and the government. Mexico, Egypt and India. How can this be?
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Harvard Business Review
JUNE 5, 2014
The cost of solar and wind are falling rapidly ; in fact, a few days before the new EPA announcement, Xcel Energy, which provides power to the American heartland, revealed that it was acquiring extensive wind and solar assets, “all at prices below fossil fuel alternatives.” California is also delivering some big results.
Harvard Business Review
NOVEMBER 22, 2012
including CNOOC's attempt to purchase Unocal in 2005 and Huawei's attempt to buy 3Leaf Systems in 2011. billion in 2011 , but then had to retract because the companies could not agree on terms and struggled to get Chinese regulatory approval. If companies are incurring these costs unnecessarily they are destroying value.
Harvard Business Review
OCTOBER 21, 2016
Yet executives are often reluctant to place sustainability core to their company’s business strategy in the mistaken belief that the costs outweigh the benefits. This can disrupt a firm’s ability to operate on schedule and budget. These require sophisticated, sustainability-based management.
CO2
JUNE 29, 2010
Evolutionary psychology hypothesizes that people follow because the benefits of doing so outweigh the costs of going it alone or fighting to become the leader of a group. Followers who were happy with the costs and benefits of membership stayed with the group; those who were not either left to join other groups or battled for the top spots.
Harvard Business Review
APRIL 11, 2013
How well they''re built and operated is crucial to economic growth and is a key arbiter of an economy''s competitiveness — and yet, virtually every economy faces an array of infrastructure challenges. In Jakarta, from 2005-2009, the number of cars rose by 22% annually, while the distance of usable roads actually declined (PDF).
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