Harvard Business Review

MARCH 11, 2015

In 2010 the “New GM” did one of the largest initial public offerings in history, with share sales to the public of $23.1 billion from 2010 through 2013), it would probably still be bankrupt but for the booming Chinese market. Economy Financial markets Labor National competitiveness Automotive' Instead, U.S.

Hedge 8

Hedge Company Automotive Restructuring 8

Harvard Business Review

MAY 13, 2014

During the global financial crisis, Robert Remenar, CEO of Nexteer, a Michigan-based automotive steering firm, deliberately searched for potential new Chinese owners. In 2010, Chinese firm AVIC Automotive purchased Nexteer for $465 million.

Automotive 8

Automotive Long-term Operations Globalization 8

Harvard Business Review

JUNE 19, 2014

Malaysian authorities’ initial failure to track and recover Flight 370 shows how a lack of outside help can impede solutions during a crisis. By contrast, consider the 2010 Chilean mining disaster, which resulted in the triumphant rescue of 33 miners trapped underground. Finally, they tend to have an eye for networks of networks.

CEO 8

CEO Supply Chain Automotive Engineering 8

Harvard Business Review

OCTOBER 26, 2016

How concerned should Samsung be about the long-term harm to its brand from the Note 7 crisis? In particular, there are three reasons why Samsung will recover from the Note 7 crisis quickly and without much collateral damage. But when we conducted a survey of Toyota owners in early 2010, we saw a different story.

Long-term 8

Long-term Crisis Brand Automotive 8

Harvard Business Review

SEPTEMBER 25, 2018

It is hard to overstate the sheer economic cost of the 2008 financial crisis. The combination of increased expenditures and decreased revenues resulting from the crisis from 2008 to 2010 is likely to cost the United States government well over $2 trillion , more than twice the cost of the 17-year-long war in Afghanistan.

Crisis 8

Crisis Politics Cost Banking 8