N2Growth Blog

AUGUST 12, 2010

Decisioning by consensus usually results in no decision being made, or an intellectually dishonest, watered-down decision that is so full of compromises, hedges and caveats that a non-decision might have been preferable.

Consensus 388

Consensus Team Building Blog Team 388

Harvard Business Review

AUGUST 14, 2012

The successful CEOs in our study were hyper-vigilant about threats around them (the paranoia part) and also took action to mitigate those threats, whether in the form of building buffers or hedging (the productive part). When a crisis strikes, in business or in government, the flow and speed of information go way up, and now more than ever.

Management 15

Management Licensing Crisis Hedge 15

Harvard Business Review

AUGUST 26, 2015

It’s common sense, but it bears repeating, given how many companies don’t operate that way. I know firsthand how challenging it can be to take a holistic approach, especially when your organization is in crisis. As complex systems, they require systems of measurement to track progress against key goals.

Metrics 8

Metrics Long-term Short-term Hedge 8

Harvard Business Review

DECEMBER 13, 2010

It is a risk to business operations and profitability. Earlier this year, Goldman Sachs dumped terabytes of information on government investigators looking into the causes of the financial crisis. This is more than a nightmare for the affected firm's public relations department. But competitors would surely invest much more effort.

Gordon 14

Gordon Hedge Public Relations Document 14

Harvard Business Review

AUGUST 4, 2014

But they also know that reputations can damaged by more than the operational risks that can be managed with functional redundancies, or the financial risks that can be countered by hedging, investing in futures markets, and global currency diversification. But a crisis is a tough time to start managing in an unaccustomed way.

Reputation 9

Reputation Risk Management Supply Chain Crisis 9

Harvard Business Review

MAY 15, 2014

s Co-operative Bank in June 2013. This shortfall resulted in its parent, Co-operative Group, ceding control of the bank to bondholders, including U.S. hedge funds. This is clearly where the Co-operative Bank’s program floundered. billion capital shortfall announced by the U.K.’s It is based on four questions.

Banking 8

Banking Project Enterprise Architecture CIO 8

Harvard Business Review

MAY 23, 2012

Managing risks — especially the hard-to-pin-down, moving-target risks that any financial trading operation has to cope with — inevitably involves arguing. This is one reason why the standard risk-management set up at Wall Street firms proved such a bust in the financial crisis. When that happens, everybody loses.

Management 11

Management Risk Management Competitive Intelligence Hedge 11

Harvard Business Review

MAY 15, 2012

Institutional banking businesses — including trading operations — typically don't have high barriers to entry. financial institution has pulled back or failed, there has almost always been a European bank or a Japanese bank or some other player willing to take over its trading operations or enter the market in its place.

Banking 9

Banking Hedge Constraint Operations 9

Harvard Business Review

JULY 19, 2016

Some institutions, such as the Canada Pension Plan Investment Board , are stand-alone legal entities with an independent board and a requirement to operate at arm’s length from government. We pay competitively but no hedge fund-size packages.” Autonomy for pension institutions starts with a strong governance framework.

Politics 8

Politics Hedge Constraint Committee 8

Harvard Business Review

APRIL 18, 2016

LTCM’s model continued to predict that it was properly hedged against a potential Russian default; the insight that it actually needed — that it was under-hedged and exposed to liquidity risk — could only have come from outside of the model. After the Russian financial crisis in 1998, LTCM imploded and lost $4.6

Strategy 8

Strategy Supply Chain Technology Engineering 8

Harvard Business Review

JANUARY 7, 2011

I've had a few encounters with Gene through the years, and he's always struck me as an endearing (and rare) combination of policy wonk, political operator, and genuine mensch. million in one year from the hedge fund D.E. After the crisis of 2007 and 2008, though, that became a pretty tough argument to make.

Shaw 13

Shaw Decisionmaking Hedge Finance 13

Harvard Business Review

MARCH 14, 2014

Herbalife After Big Bet, Hedge Fund Pulls the Levers of Power The New York Times If you’re looking for the corporate-governance version of House of Cards, this is probably the closest you''ll get (though there''s no strategic murdering here, as far as I know). Crisis management Information & technology Technology'

McGregor 8

McGregor Information Technology Crisis Management COO 8

Harvard Business Review

OCTOBER 30, 2017

So is John Rice, the head of global operations, along with CFO Jeffrey Bornstein. Increase operating margins to 18% (by cutting expenses). In June 2017 the board “retired” Immelt and promoted John Flannery to CEO. Since then Flannery has replaced Immelt’s vice chairs responsible for innovation. Comstock is out.

Ries 8

Ries Long-term Short-term Price 8

Harvard Business Review

SEPTEMBER 11, 2013

military operations in Vietnam. Stuart Roden, Co Fund Manager of Lansdowne Partners'' flagship fund, one of the world''s largest hedge funds, tells me he sees one of his primary roles as being the person who challenges his staff to consider how they could be wrong, and then assess how this might impact on their decision-making.

Consensus 9

Consensus Hedge Diversity Stress 9

Harvard Business Review

SEPTEMBER 11, 2013

military operations in Vietnam. Stuart Roden, Co Fund Manager of Lansdowne Partners’ flagship fund, one of the world’s largest hedge funds, tells me he sees one of his primary roles as being the person who challenges his staff to consider how they could be wrong, and then assess how this might impact on their decision-making.

Consensus 9

Consensus Hedge Diversity Stress 9

Harvard Business Review

SEPTEMBER 26, 2011

But three years after the financial crisis broke, I remain more convinced than ever that the fundamental cure for restoring economic growth and repairing societal trust in business is to deepen our ability to manage companies for the long term. Countries, too, but that's a topic for another day.)

Long-term 9

Long-term CEO Short-term McKinsey 9

Harvard Business Review

APRIL 11, 2013

But my youngest uncle worked behind the scenes to make sure that his sons, Fred, Roy, and Bill, were given executive positions in the operating units despite their obvious shortcomings. Fred, Roy, and Bill never rose as high in the company as Ricky, who is now the chief operating officer. He makes his own decisions," I hedged.

Case Study 8

Case Study CEO Chief Operating Officer Real Estate 8

Harvard Business Review

MARCH 7, 2017

But must employees, investors, and other constituents accept harmful employment cultures in fast-growth organizations until a crisis occurs? But with the departures of a number of high-level HR leaders in late 2016, head of operations Ryan Graves largely took on the head HR role in addition to his other duties. In one word: No.

Compliance 12

Compliance Hedge Human Capital Finance 12

Harvard Business Review

SEPTEMBER 26, 2012

Researchers find echoes of this story in other contexts all the time — circumstances where adding safety-enhancements to systems actually makes crisis situations more dangerous, not less so. By reintroducing simplicity and modularity back into the system, a crisis somewhere doesn't always have to become a crisis everywhere.

Banking 8

Banking Crisis Hedge System 8

Harvard Business Review

FEBRUARY 27, 2012

While the global financial meltdown and its aftershocks have unleashed a flood of indignation, condemnation, and protest upon Wall Street, the crisis has exposed a deeper distrust and implacable resentment of capitalism itself. How do we stretch management timeframes and perspectives?

Short-term 15

Short-term Long-term Ethics Incentives 15

Harvard Business Review

NOVEMBER 30, 2016

A year before Bear Stearns failed during the financial crisis, there were signs that the Wall Street firm was in trouble. During July 2007, two of Bear Stearns’ large hedge funds were failing. What was CEO James Cayne doing at the time? That’s consistent with the notion of entrenched CEOs allocating more time to leisure.

CEO 8

CEO Incentives Sports Hedge 8

Harvard Business Review

FEBRUARY 24, 2017

Great stories are credible, simple, consistent, and use both financial and nonfinancial metrics to link a long-term vision and firm values with a distinctive business strategy and focused operational priorities. Bertolini observed that many of his peers had been promising 15% earnings per share (EPS), even during the financial crisis of 2009.

CEO 9

CEO Short-term Long-term EPS 9

Harvard Business Review

FEBRUARY 8, 2018

They did not spend as much time thinking about local events that have implications for their emerging market operations. conflict in the Middle East or Africa renewing the migrant crisis in Europe. conflict in the Middle East or Africa renewing the migrant crisis in Europe.

Market Risk 9

Market Risk Marketing Supply Chain Company 9

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. PE people certainly pay themselves well. They don't appear to be in it for the long haul.

Due Diligence 13

Due Diligence Incentives Hedge Collins 13