In assessing the ethical issues surrounding the Goldman Sachs Abacus controversy‚ there are several factors that must be taken into consideration. Despite John Paulson playing a limited role in the ultimate construction of the CDO by having a hand in the asset composition selection process‚ as well as Goldman’s lack of disclosure in excess of the law‚ it is important to recognize that the counterparties to the CDSs were sophisticated investors. As sophisticated investors‚ making large speculative
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are used to define what is within the boundaries of the project and what is outside those boundaries. Examples of areas that could be examined are data‚ processes‚ applications‚ or business areas. The following types of information can be helpful: The types of deliverables that are in scope and out of scope (business requirements‚ current state assessment) The major life-cycle processes that are in scope and out of scope (analysis‚ design‚ testing) The types of data that are in scope and out of scope
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LARRY E. GREINER ELIZABETH COLLINS A Day in the Life of Alex Sander: Driving in the Fast Lane at Landon Care Products 5:25 A.M. Sweat dripped onto the handlebars of Alex Sander’s StairMaster. Sander was half an hour into a cardiovascular workout‚ while carrying on a conversation in the fitness center of the downtown condominium complex with a neighbor who was climbing steadily on his own StairMaster. At 32‚ Alex was the newest‚ and youngest‚ product manager in the Toiletries Division of Landon
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and progress. Diversity as Strategy COPYRIGHT © 2004 HARVARD BUSINESS SCHOOL PUBLISHING CORPORATION. ALL RIGHTS RESERVED. by David A. Thomas When most of us think of Lou Gerstner and the turnaround of IBM‚ we see a great business story. A less-told but integral part of that success is a people story—one that has dramatically altered the composition of an already diverse corporation and created millions of dollars in new business. By the time Gerstner took the helm in 1993‚ IBM already
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a huge amount of executives’ time‚ forcing them into endless rounds of dull meetings and tense negotiations. It encourages managers to lie and cheat‚ lowballing targets and inflating results‚ and it penalizes them for telling the truth. It turns business decisions into elaborate exercises in gaming. It sets colleague against colleague‚ creating distrust and ill will. And it distorts incentives‚ motivating people to act in ways that run counter to the best interests of their companies. Consider just
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23‚ 2011 Women in Business Kathy Tarrant Women As Buyers The Women’s Initiative at Deloitte has been a platform for transformational change. There’s a greater appreciation for the contributions women have made to the company. Through the progression of the initiative‚ the hidden but prevalent potential of women has unleashed and helped restructure the power into the hands of both women and men. Deloitte has influenced the promotion of women into the forefront of business. The Women as buyer’s
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advantage of their business in a simple statement. If they can’t‚ neither can anyone else. Can You Say What Your Strategy Is? by David J. Collis and Michael G. Rukstad Reprint R0804E It’s a dirty little secret: Most executives cannot articulate the objective‚ scope‚ and advantage of their business in a simple statement. If they can’t‚ neither can anyone else. Can You Say What Your Strategy Is? by David J. Collis and Michael G. Rukstad COPYRIGHT © 2008 HARVARD BUSINESS SCHOOL PUBLISHING
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leaders face and offer solutions from experts. Eileen Roche (eroche@hbr.org) is a contributing editor at Harvard Business Review. Overpromoted and Over His Head Dan Sestak has had an impressive career at packaged-foods giant NutriSelect. But with his latest promotion‚ has he bitten off more than he can chew? by Eileen Roche D an Sestak scanned the article on page two of the business section again‚ his headache intensifying. “Three months after NutriSelect CEO Michael Botolph died of
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STRATEGY & COMPETITION M Honing & ACCOUNTING MARKETING MARKETING ORGANIZATION & CULTURE MANAGING TECHNOLOGY FINANC FINANCEYour Competitive Edge Employee Motivation A Powerful New Model by Nitin Nohria‚ Boris Groysberg‚ and Linda-Eling Lee 78 Harvard Business Review G | GETTING PEOPLE TO DO THEIR BEST WORK‚ even in trying cir- cumstances‚ is one of managers’ most enduring and slippery challenges. Indeed‚ deciphering what motivates us as human beings is a centuries-old puzzle. Some of history’s
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by STEPHANIE BIFOLCO in Global Strategy - BMBA1 - Back Bay at Hult International Business School2015. For the exclusive use of S. BIFOLCO2015. First-mover advantage is more than a myth but far less than a sure thing. Here’s how to tell when it’s likely to occur—and when it’s not. BEST PRACTICE The Half-Truth of First-Mover Advantage by Fernando Suarez and Gianvito Lanzolla COPYRIGHT © 2005 HARVARD BUSINESS SCHOOL PUBLISHING CORPORATION. ALL RIGHTS RESERVED. Some management concepts have such
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