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Are there people working for you who feel stressed out? Overloaded? Disconnected? Afraid? These are not "problem" employees; they don't have disciplinary issues, and they're not untalented. But they're not achieving at their peak level in the pressure-cooker that is today's workplace. In this chapter, bestselling author and practicing psychiatrist Edward Hallowell describes in detail the five steps of the Cycle of Excellence and explains how you, as a manager, can use brain science to help your people-your stars as well as your stalwarts-perform at high levels every day, over years of time. Key to Hallowell's approach is the plasticity of the human brain: it can develop, adapt, and change-at any age. Using rich examples from his own work with individuals and his study of companies like Google, Whole Foods, and Cisco Systems, Hallowell explains how you can promote intellectual vigor, encourage positive emotional energy, minimize stress, and put people in a state of "flow," where they can perform at their absolute best. This chapter was originally published as Chapter 1 of "Shine: Using Brain Science to Get the Best from Your People."
A five-stage framework will help owners to determine their company's stage of development and how to ensure a profitable future. It is also useful to consultants and accountants in diagnosing problems and matching solutions to smaller organizations. The five stages are existence, survival, success (with the substages of disengagement and growth), take-off, and resource maturity. Each stage has an index of size, diversity, and complexity.
This chapter reviews the five key decisions that must be made for effective IT governance and discusses the management issues associated with each decision. This chapter was originally published as chapter 2 of "IT Governance: How Top Performers Manage IT Decision Rights for Superior Results."
A Fitting Test: Real World Strategies for Moving from Innovation to Application, Protecting Intellectual Property, and Avoiding Imitationby Jay Barney Patricia Gorman Clifford
"What I Didn't Learn in Business School" is a fictional account that follows new consultant Justin Campbell as he joins an elite consulting team hired by a chemical firm to assess the potential of a newly developed technology. As Justin and his team are given a glimpse into the many possible applications for this new technology, he realizes the gravity of their mandate. This is no business school exercise; the recommendation they make about which strategic direction their client should choose will determine the future of the company. In this chapter, Justin and his team get to work testing ideas, evaluating the risks of imitation by competitors. This chapter was originally published as Chapter 10 of "What I Didn't Learn in Business School: How Strategy Works in the Real World."
Introduces the concept of fiscal policy.
Reviews new product introduction and pricing decisions for a riding toy designed for preschool children. Designed to provide background in buyer behavior, market analysis, and corporate strategy.
Provides a brief introduction to fiscal policy, including the fiscal multiplier. Uses Ireland's experience in the 1980s to explore the possibility that fiscal contractions--tax rises and expenditure costs--can stimulate economic growth (contrary to conventional Keynesian wisdom) via confidence effects and the establishment of a credible framework for fiscal stability over the medium term. A rewritten version of an earlier note.
Presents two situations: 1) two graduating MBAs from Harvard Business School compare and contrast their strategies for getting off to a good start in consulting, and 2) a junior consultant has to deal with of difficult feedback in his very first performance review.
Executives at First National Bank in South Africa are considering whether to launch a potentially exciting, but rather unorthodox, new savings product. Instead of paying interest, this product gives depositors the chance to win large cash prizes each month. Michael Jordan, CEO of the bank's Consumer Solutions Division, must decide whether to approve the product, weighing the potential benefits against large upfront investment, uncertain market demand, and the complication that the product might face legal challenges.
Concerns a loan that has gone bad.
First National Bank Corp., a major regional bank in the Northeast, must decide how large a provision for credit losses to accrue in its 1990 financial statements. The recession in New England has caused serious problems in its loan portfolio.
A summer intern is asked to perform a financial value analysis of a company's financial report for the period 1987-1994.
The global economy was expected to suffer from negative growth for the full year in 2009, a phenomenon not seen since World War II. While the U.S. subprime mortgage disaster was blamed as the original instigator, it was noted that the "global imbalances" of the U.S. current account deficit funded for many years by other nations such as China was also a chief culprit of the crisis as well. Policymakers around the world recognized that the scope and scale of the financial crisis required a coordinated global response. Yet there were conflicting views on what kind of action was needed to address the first global financial crisis of the 21st century.
Raises questions about basing a reward system on profit and changing MBO indicators through time.
An effective writer always begins with a first draft in which ideas can be collected and organized. Once the ideas are down on paper, details like punctuation, grammar, and word choice are often far less painful to perfect. This chapter explains the benefit of a first draft and focuses on three tools that writers should consider as they develop the draft.
First Community Bank, a bank-within-a-bank at Bank of Boston, was established in 1990 as a unique venture to serve urban communities. By 1995 it has achieved profitability but must manage relationships with the mainstream at Bank of Boston, serve as a change agent and role model, and face the challenge of reexamining its mission and structure.
First Commonwealth Financial Corp., a financial institution in central and southwestern Pennsylvania, implemented the Balanced Scorecard for describing and implementing its new customer-focused strategy. Its founder and chairman decided that the Balanced Scorecard also should become the primary information input for the corporate governance process with the board of directors so that the board could become more knowledgeable about and more actively involved in the company's strategy. Describes how the board became knowledgeable about the company's Balanced Scorecard and how it participated in developing a Balanced Scorecard for itself. In addition to the enterprise and board scorecards, the company also developed scorecards for each senior executive for the governance and compensation committees to assess and reward senior management performance. Extensive exhibits illustrate the three different scorecards and the reports and supporting documents for these scorecards.
This case examines a bank's ability to manage its credit exposure to a particular client using credit default swaps.
On January 1, 1999, 11 European countries unified their currencies--48 years after their first integrative efforts. This marks a huge development in the structure of Europe and the world's economy. This case examines the integrative process, the Single Europe Act and its impact on market structure during the past 13 years, and monetary union. Provides data as of 1998 on European macroeconomics integration and data in the mid-1990s on integration of product markets, capital markets, and labor markets.
The case discusses the origins and development of the European Integration process from the post-war period up to 2007, focusing particularly on the efforts of the Lisbon-agenda under way since 2000 to enhance Europe's competitiveness. It discusses the different policy areas that have been approached at the European level over time, and provides background on the architecture of European institutions. The case enables students to understand how European integration has affected competitiveness across the continent. It provides a platform to discuss the impact of collaboration across countries in large geographies on competitiveness, and the lessons that the European integration experience might hold for other world regions.
Provides background on the history and status of financial integration in the European Union. Describes the pertinent treaty-based "fundamental freedoms," emphasizes challenges to further cross-border consolidation in the banking sector, and examines the regulatory role of the European Commission in fostering conditions conducive to further financial integration.
The 2014 Ukraine crisis once again exposed the mutually limiting knot-a web of commercial relationships and oil and gas pipelines-that historically tied the European Union and Russia closely. In this crisis, a familiar conundrum preoccupied minds in the corridors of power in Western capitals: how to compel Russia to respect the Western geopolitical preferences without harming European allies? The answer, as in the past, pointed to the lack of viable short-term solutions and the longer term need for gaining energy independence without sacrificing energy security in the EU. The case chronicles latest efforts, and its unintended consequences, by all-union authorities in Brussels to untie the Russian knot by implanting American inventions in the European soil: liberalized, transparent natural gas markets and shale gas production. Executives of European and Russian energy companies present their views.
In 2010, the European Union faces the challenges of the global financial crisis. With 27 member states, each facing different challenges, can new EU institutions respond effectively? Will its new currency, the euro, survive?
Supplements The Blair Wealth Project: Antecedents and Prospects, Renewing Germany: Kohl's Legacy and Schroder's Dilemma, Italy: A New Commitment to Growth, and The Netherlands: Is the Polder Model Sinking?
This case traces the origins and evolution of the European Central Bank, with attention to its 2010 decision concerning the purchase of Greek sovereign debt.
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