It’s been nearly 20 years since Clayton Christensen explained why so many industry-leading companies miss the potential of new technologies and are supplanted by competitors that seemingly emerge from nowhere. Since then, corporate strategists have realized that avoiding what Christensen called the innovator’s dilemma requires that companies simultaneously compete in their mature businesses and pursue the opportunities that arise from new technologies and business models. Of course, that’s easier said than done.
Uno de los proyectos de ingeniería más grandes en curso por estos días en General Electric Co. no es una turbina o una locomotora, sino la reinvención de la manera en que los empleados de la compañía son valorados, evaluados y remunerados.
Durante décadas, un trabajador ideal de GE era un experto en eliminar los defectos de un producto, alguien casi alérgico a admitir incertidumbre.
A startup backed by prominent Silicon Valley names is moving toward creating a new US stock exchange, one with additional rules for companies and investors designed to reward long-term shareholding and business strategies to generate long-term results.
Como ya se anunció en la propia conferencia de Alfons Cornella del pasado 27 de mayo (Radical - 3), Fagor Ederlan nos remite ahora un cuadernillo informativo que resume los contenidos y recoge los enlaces de los casos desgranados a lo largo de la presentación.
A CEO we’ve worked with – let’s call him “Gary” – prides himself on being a collaborative leader who invests in consensus and builds relationships. Gary cares deeply about his employees and is eager to deliver. When he was first hired a couple of years ago, the board was deeply impressed by Gary’s values, trustworthy demeanor, and his collaborative approach. Unfortunately, by the time we met Gary, his habits as a “nice CEO” were about to cost him his job.
A recent study by three professors at Purdue’s Krannert School of Management is part of a growing mountain of evidence of the superior and more lasting performance of companies where the founder still plays a significant role as CEO, chairman, board member, or owner or adviser. Specifically, the study found that S&P 500 companies where the founder is still CEO are more innovative, generate 31% more patents, create patents that are more valuable, and are more likely to make bold investments to renew and adapt the business model — demonstrating a willingness to take risk to invent the future.
Imagine that you were a major investor in a leading company, and its board of directors had no members with independent, world-class financial expertise. Who would look after your interests? You could probably coach the directors to ask good questions, but they would lack the competence to judge the answers. The board would not be able to engage management in robust conversations about the complexities of capital structure, mergers and acquisitions, financial accounting, reporting, regulatory compliance, or risk management. Most investors and regulators would deem such a board unfit to carry out its fiduciary guidance and governance responsibilities.
Con la “nueva normalidad” económica emergente tras la crisis parece asumirse que el crecimiento económico va a quedar muy por debajo del potencial en muchas economías durante demasiado tiempo. Este ha sido erosionado por la caída en la acumulación de todas las formas de capital, por el aumento del desempleo estructural y el no menos explícito descenso en la Productividad Total de los Factores (PTF). El envejecimiento demográfico o la ampliación de la desigualdad tampoco favorecerá el crecimiento tendencial, en ausencia de avances significativos en la productividad.
Samsung Electronics Co Ltd, the world’s biggest maker of smartphones and memory chips, announced on Thursday that it plans to adopt a corporate culture akin to a startup, seeking to become more nimble as growth slows.
Samsung’s executives will sign a pledge to move away from a top-down culture and towards a working environment that fosters open dialogue.
The flagship firm of South Korea’s dominant conglomerate will also reduce the number of levels in its staff hierarchy and hold more frequent online discussions between business division heads and employees.
“We aim to reform our internal culture, execute as quickly as a startup company and push towards open communication and continuously innovate,” it said in a statement.
Las grandes empresas de EEUU dedican cada vez más dinero a sostener el precio de sus acciones. Miles de millones de dólares se mueven de un lado para otro sin pasar por la economía real, esquivando a millones de ciudadanos de clase media-baja o baja. Las grandes empresas utilizan cada vez más dinero para recomprar acciones o para pagar dividendos en lugar de reinvertir esos fondos en investigación y desarrollo o en la expansión de su negocio, lo que tendría un efecto positivo sobre la economía real y el empleo; sobre la creación de trabajo y los salarios.
