Harvard Business Review

DECEMBER 28, 2016

When a crisis unfolds, we are now quick to say, as General Duane Deal said of the Columbia explosion, that “the institution allowed it.” Second, they don’t consider at a human level how their stated strategic intents shape the acceptable ethical boundaries for those who must turn those intents into reality.

Ethics 14

Ethics CFO Learning-by-Doing Technology 14

N2Growth Blog

AUGUST 5, 2010

I don’t know about you, but it’s almost as if we have raised a generation of leaders who feel they have a moral and ethical obligation to be politically correct – WRONG. When you find an organization in crisis, you can most times peel back the layers on poor decision, after poor decision, after poor decision.

Politics 375

Politics Blog Leadership Diversity 375

Harvard Business Review

OCTOBER 11, 2013

The reasoning, backed by several respected scholars, is that leverage was a leading cause of the financial crisis. Leverage ratios might be the O-rings of the financial crisis. The result was an intense focus on risk, including risks related to ethical standards. Ethics Finance Risk management'

Incentives 9

Incentives Banking Ethics IPO 9

Harvard Business Review

JANUARY 28, 2011

Corporations booking record profits as cities , states , and countries go broke have little (read: zero) incentive to actually do much get people, communities, and society out of this mess. This great crisis is in our economy — and so it might be of our society, culture, and polity. Hence, the atmosphere of groupthink.

Ethics 19

Ethics Globalization Groupthink Incentives 19

Harvard Business Review

JULY 17, 2017

How will the crisis of problematic loans in Italian banks be resolved? Finally, the global financial crisis has taught us about the havoc that finance can wreak — and how central the industry is to our lives. Finance teaches us that it is nearly impossible to isolate the effects of luck and skill in financial markets.

Finance 8

Finance Insurance Career Reputation 8

Harvard Business Review

DECEMBER 8, 2010

Right now, yesterday's organizations — from corporations to Congress — have a gaping, yawning disclosure gap: the how, what, why, how and when of disclosure simply isn't good enough for markets and communities to be able to allocate and utilize resources productively or efficiently.

GDP 20

GDP Hypercompetition IPO Information 20

Harvard Business Review

FEBRUARY 2, 2012

Banks have developed fortress balance sheets, improving credit quality by 54 percent, increasing net income and, restoring aggregate lending to pre-crisis levels of nearly $7 trillion. If it had been, there wouldn't have been a financial crisis.). But, to follow Swensen's reasoning, the incentives are all wrong.

Finance 16

Finance Motivation White Paper Banking 16

N2Growth Blog

NOVEMBER 23, 2010

In evaluating any relationship in the value chain I’m looking for value, talent, performance, leverage, efficiency, economy of scale, work ethic, integrity, character, discipline and many other traits irrespective of your skin color, age, etc. A sense of entitlement is not a substitute for work ethic and a desire to achieve.

Diversity 350

Diversity Blog Leadership Learning-by-Doing 350

Strategy Driven

APRIL 4, 2014

85% of the time, a formal program of crisis preparedness will help the organization to avert the crisis. Retaining good employees, involving training, motivation and incentives, is yet another matter. The mastery of change is to benefit from it, rather than become a victim of it. 35% of employees steal from the company.

Budgeting 79

Budgeting Succession Consultative Crisis 79

Strategy Driven

MARCH 11, 2011

The way the California energy crisis was handled speaks to Enron’s disdain for media openness. Enron did not demand enough accountability, fairness, ethics and operational autonomy from its outside auditor. In their marketing, accounting and auditing firms claim to be full-service business advisors, in order to get business.

Strategic Planning 57

Strategic Planning Committee Golden Handcuff Media 57

Harvard Business Review

JANUARY 17, 2012

Such plans frequently include giving managers financial incentives to do what they should have done before — concentrating on the most promising lines, selling off dud businesses, and "leaning down" operations, often including headcount.

Due Diligence 14

Due Diligence Incentives Hedge Collins 14