Intgrating Distrssd Assts
Creating value from a mix of opportunity and risk
Tom Williamson, Kvin Charls and Bob Glass
As the economy improves, the move to purchase assets in deault or under bankruptcy protectionhas become an attractive path to growth. Oten signifcantly discounted, they can represent thedeal o a lietime. But they also present a unique set o hazards.
Risk Intllignt Dcision-Making
Ten essential skills for surviving and thriving in uncertainty
Frdrick Funston, Stphn Wagnr and Hnry Ristuccia
Conventional risk management has ocused on avoiding the risks to a business strategy, ratherthan understanding and managing the risks o the strategy itsel. While the protection o existingassets is necessary, a diet o pure risk aversion likely will lead to extinction.
It’s A Mad, Mad, Mad, Mad World
How rational managers came to be seen as reckless risk takers …… but have been behaving sensibly all along
Michal Raynor and Mumtaz Ahmdwith J Schulz
A steady drip o research that mis-specifes the role o individual and group decision-making as adeterminant o company-level risk has combined with a surge in behavioral economics to place artoo much emphasis on managers. The answer may lie with more structural elements.
Tailord to th Bottom Lin
People management practices and profitability in manufacturing
Richard Klinrt, Emily Stovr DRocco, Atanu Chaudhuri and Robrt Macijwski
People are billed as companies’ most important asset, yet people management practices are moreoten an aterthought than a core strategy linked to business perormance. Recent research sug-gests that the most proftable large companies share three practice areas that set them apart.
Good Mdicin or a Bittr Pill?
Implications of health care reform for businesses in America
Robrt W. Clark, Paul H. Kckly and Stvn Kraus
The ull implications o the Patient Protection and Aordable Care Act, and other legislativeand regulatory initiatives aecting health care, will unold over the next decade and beyond. Butthe journey to a new health care system has begun, with enormous implications or Americanbusinesses.
Thr Lvls o Pull
The Power o Pull
John Hagl III, John Sly Brown and Lang Davison
Our economy is chock-a-block with businesses that maximize efciency at scale. They presumepredictability to mass-produce and mass-market products. Yet this “push” view is no longer a pathto leadership. Rather than scalable efciency, we need scalable connectivity, learning and peror-mance. Rather than push, we need institutions that pull.