A decade after the global financial crisis: What has (and hasn’t) changed?
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The imperial CFO
While the days of old-fashioned, autocratic imperial CEOs have long gone, a new and much less exuberant authority figure has emerged within companies: the imperial CFO (Chief Financial Officer). These modern day “co-pilots” – as the only corporate officers other than the boss who are able to monitor every corner of an organisation – now play a growing role…
Additive Manufacturing: Solid Print
The original idea behind the birth of 3D printing was being able to create one-off prototypes. However, as the technology improves, more items are being printed as final products (a process known as additive manufacturing). As there are extremely few economies of scale in this technology is ideally suited to low-volume production. Now, freed of…
North Korea: Not Waving – Perhaps Drowning
North Korea, one of the most controversially operated countries in the world, is not only moving in an increasingly unstable direction but is also in possession of nuclear arms. Arguably, this is cause for concern. Perhaps those most concerned should be those who neighbor the volatile country; specifically, China. China continues to invest in North…
Financial Innovation: Playing with Fire
Paul Krugman, a Nobel prize-winning economist-cum-polemicist, argues that it is difficult to think of any noteworthy financial breakthroughs that have benefited society in the past 25 years. Joseph Stiglitz, another Nobel laureate, has highlighted the fact that most financial innovation in the build-up to the financial crisis “was not directed at enhancing the ability of…
Disrupting Mr Disrupter
As the Economist would have it, Clay Christensen (Mr Disrupter) should not be given the last word on disruptive innovation by any means. Having established a company in his own right, he is regularly named as the world’s most influential management guru. He has applied his theory to an ever-wider range of subjects with books such as…
How to Turn Individual Talent into Organizational Excellence
Summary. Sustained organizational performance comes from systems that amplify the right things, not individual brilliance. Yes, hiring and rewards matter for performance, but leaders who want sustained elite performance should ask different questions about talent: 1) What is our system teaching people every day? 2) Where standards are enforced socially? and 3) Which routines actually shape learning,…
