This was preceded by an eleven-year career at the American Express Company‚ where he was president of the parent company and chairman and CEO of its largest subsidiary. Prior to that‚ Mr. Gerstner was a director of the management consulting firm of McKinsey & Co.‚ Inc. He received a bachelor’s degree in engineering from Dartmouth College and an MBA from Harvard Business School. In 1990‚ IBM had its most profitable year ever. By 1993‚ the computer industry had changed so rapidly the company was
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AWL (GE/McKinsey approach) | 1. Describe the business portfolio and the options available to AWL. The business portfolio of AWL’s 1998 fiscal year consists of three SBUs‚ namely three new marketing textbooks‚ including Advertising and Sales Promotion Strategy‚ Analysis for Strategic Marketing and Marketing Engineering. We can also see these three textbooks in the GE Portfolio Matrix as shown in Graph 1 and Graph 2. AWL should have clear understanding of these three new textbooks in order
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Day of reckoning for European retail banking McKinsey report July 2012 The dynamics of the global banking sector have been in flux since the beginning of the 2008. Irate creditors everywhere have called for more stringent regulation to ensure that that the interests of financial institutions are more closely aligned with those of their customers and shareholders. The global‚ European and national authorities have responded with vigour and the regulatory reform to which all banks‚ wholesale and retail
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The Matrix and The Allegory of the Cave Both "The Allegory of the Cave" and "The Matrix" are stories in which there are two realities‚ one perceived and one real. Although "The Matrix" is not based exactly on Plato’s "The Allegory of the Cave‚" there are several parallels between the two works. The similarities in "The Matrix‚" relate to Plato’s concept. They project his thoughts of natural logic from "The Allegory of the Cave" into a perspective that makes it easier for people to understand when
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Math 111 Homework 1 fall 2007 due 14/9 1. (1.2; 17) Determine the values of h such that the matrix is the augmented matrix of a system which admits a solution. 2 3 4 6 h 7 2. (1.2; 12) Find the general solutions of the system whose augmented matrix is 1 −7 0 6 5 0 0 1 −2 −3 −1 7 −4 2 7 1 −2 4 3. (1.3; 17) Let a1 = 4 ‚ a2 = −3 ‚ b = 1 . For what −2 7 h value(s) of h is b in the plane spanned by a1 and a2? 4. (1.4; 15) Let A = b1 2 −1 and b = . Show that the equation
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McKinsey Case Study Analysis � PAGE �1� McKinsey Case Study Analysis � McKinsey and Co. Case Study Analysis This paper applies the management by objective (MBO) philosophy of Peter Drucker to the case study analysis of McKinsey and Company (McKinsey). Founded in 1926 by James "Mac" McKinsey‚ a University of Chicago professor‚ the firm started as an accounting and engineering consultancy agency‚ which experienced rapid growth. This paper is a plan that outlines key aspects of MBO and how it will
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Late submissions will not be accepted without the instructor’s approval. Plagiarism of any kind will result in a 0 for the assignment and may result in being dropped from the course. A word about the readings: The first reading is a synopsis of The Matrix. You may have seen the movie and so this would function as a review for you. If you haven’t seen the movie‚ you may choose to do so. However‚ you should know that the movie is rated R for language and violence. It is not necessary to view the movie
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1.1 SOLUTIONS Notes: The key exercises are 7 (or 11 or 12)‚ 19–22‚ and 25. For brevity‚ the symbols R1‚ R2‚…‚ stand for row 1 (or equation 1)‚ row 2 (or equation 2)‚ and so on. Additional notes are at the end of the section. 1. x1 + 5 x2 = 7 −2 x1 − 7 x2 = −5 1 −2 5 −7 7 −5 x1 + 5 x2 = 7 Replace R2 by R2 + (2)R1 and obtain: 3x2 = 9 x1 + 5 x2 = 7 x2 = 3 x1 1 0 1 0 1 0 5 3 5 1 0 1 7 9 7 3 −8 3 Scale R2 by 1/3: Replace R1 by R1
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Examples in Plotting 13 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16 Matrices—Two–Dimensional Arrays 13 16.1 Size of a matrix . . . . . . . . . . . . 14 16.2 Transpose of a matrix . . . . . . . . 14 16.3 Special Matrices . . . . . . . . . . . 14 16.4 The Identity Matrix . . . . . . . . . 14 16.5 Diagonal Matrices . . . . . . . . . . 15 16.6 Building Matrices . . . . . . . . . . . 15 16.7 Tabulating Functions . . . . . . . . . 15 16.8 Extracting
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Management and Planning Tools MANAGEMENT AND PLANNING TOOLS WHY ‚WHY AFFINITY DIAGRAM INTERRELATIONSHIP DIAGRAM PRIORITIZATION MATRICES NOMINAL GROUP TECHNIQUE FORCED FIELD ANALYSIS TREE DIAGRAM PROCESS DECISION PROGRAM CHART MATRIX DIAGRAM ACTIVITY NETWORK DIAGRAM Management & Planning tools While most leaders recognize the value of good planning‚ most lack the experience and methods to do it systematically. As a result‚ group planning efforts are often frustrating‚ generating plans
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