When managers evaluate potential new businesses, the first question they often ask is: How fast is the market growing? By focusing only on growth, however, they often overlook another critical measure of market potential — high turnover of the customer base. High turnover can make a market dynamic, even when the overall growth rate is low
It was once unthinkable that international aid would be so intensely scrutinized as it is today. But academics and observers have concluded that the very problems and ills international aid was supposed to cure still exist, despite the billions that have been poured into countries. This author, long active in the field, suggests that there are a series of best practices that, when followed, will enable managers in the field to get the results that will make a difference
In The Innovator's DNA, authors Jeff Dyer , Hal Gergersen, and Clayton M. Christensen build on the idea of disruptive innovation to outline the five discovery skills that distinguish the Steve Jobses and Jeff Bezoses of the world from the run-of-the-mill corporate managers
Implications for the financial structure of large firms
Usha Thorat, Director, Centre for Advanced Financial Research and Learning (CAFRAL) and former Deputy Governor, Reserve Bank of India (RBI), was at the Indian School of Business (ISB) recently. Professor Rajesh Chakrabarti interviewed her regarding financial inclusion and the role of microfinance companies and Urban Cooperative Banks (UCB) in improving financial access
What education tomorrow’s business leaders need?
Dudley sees a microcosm of the complex challenges many global leaders face in the 21st century
From the role of technology in consulting to the challenges for India in sustaining its growth, Mark Livingston, Senior Vice President and Global Head of Consulting, Cognizant, responds to questions from Assistant Professor, Nishtha Langer.
When the quantity and quality of manufacturing output are highly uncertain, managers can satisfy customer demand while minimizing the cost of too much or too little inventory if they choose the right level of production
In predicting outcomes and acting accordingly, we give far too much credence to such things as our own experiences, our ability to determine what is important, and history itself
Oana Branzei finds that cross sector partnerships in health care can be a powerful source of value creation