Bringing Strategy Back

Bringing Strategy Back
Автор книги: id книги: 825464     Оценка: 0.0     Голосов: 0     Отзывы, комментарии: 0 1691,23 руб.     (17,97$) Читать книгу Купить и читать книгу Купить бумажную книгу Электронная книга Жанр: Зарубежная образовательная литература Правообладатель и/или издательство: John Wiley & Sons Limited Дата добавления в каталог КнигаЛит: ISBN: 9781118830079 Возрастное ограничение: 0+ Оглавление Отрывок из книги

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As the global market expands, the need for international regulation becomes urgent Since World War II, financial crises have been the result of macroeconomic instability until the fatidic week end of September 15 2008, when Lehman Brothers filed for bankruptcy. The financial system had become the source of its own instability through a combination of greed, lousy underwriting, fake ratings and regulatory negligence. From that date, governments tried to put together a new regulatory framework that would avoid using taxpayer money for bailout of banks. In an uncoordinated effort, they produced a series of vertical regulations that are disconnected from one another. That will not be sufficient to stop finance from being instable and the need for international and horizontal regulation is urgent. This challenge is the focus of Georges Ugeux’s book. International Finance Regulation: The Quest for Financial Stability focuses on the inspirations behind regulation, and examines the risks and consequences of fragmentation on a global scale. Author Georges Ugeux has four decades of experience in the legal and economic aspects of international business operations. He created and run the New York Stock Exchange’sinternational group in charge of developing the NYSE’s reach to non-US companies, including relationships with regulators and governments. Ugeux teaches European Banking and Finance of the Columbia University School of Law. Ugeux is uniquely positioned to provide recommendations and suggestions from the perspective of a top global authority. In the book, he explores international regulation with topics such as: • Laws, regulations, and risks of overregulation • Transformation of the U.S. market and creation of the Eurozone • Development of a global framework and stability of the banking system • In-depth examination of Basel III, the Dodd-Frank Act, the European Banking Union, and the Volcker Rule The book also contains case studies from real-world scenarios like Lehman, CDS, Greece, the London Whale, and Libor to illustrate the concepts presented. Finance consistently operates within an increasingly global paradigm, and an overarching regulation scheme is becoming more and more necessary for sustainable growth. International Finance Regulation: The Quest for Financial Stability presents an argument for collaboration toward a comprehensive global regulation strategy.

Оглавление

Jeffrey L. Sampler. Bringing Strategy Back

Bringing Strategy Back. How Strategic Shock Absorbers Make Planning Relevant in a World of Constant Change. Jeffrey Sampler. Foreword by Vijay Govindarajan

The Jossey-Bass Business & Management Series. Foreword

Introduction

Bringing Strategy Back

Setting the Wheels in Motion

Chapter 1. Strategic Shock Absorbers

Chapter 2. Accuracy. Creating Order and Transparency

Decision Triggers

Creating Decision Triggers

The Strategic Wedge

The Art of Management: Accuracy

Chapter 3. Agility. Seizing and Repeating Opportunities

Constant Adaptation

Creating a Corporate Concierge

Making Strategy a Bottom-Up Process

The Art of Management: Agility

Chapter 4. Momentum. Speeding Past Shocks and Surprises

Mastering the End Versus Means

The Art of Management: Momentum

Chapter 5. Foresight. Getting Ahead of Change and Chaos

Strategic Assumptions

Changing the System

Alternate Strategies: Scanning the Periphery

Have an Exit Strategy

How to Proceed Toward the Exit

The Art of Management: Foresight

Chapter 6. Execution. Shock Absorbers in Action

Compression and Expansion

The Upside of Oscillation

Chapter 7. Driven by Values

How Values Steer Strategy

The Value of Values

Creating a Culture Where Values Matter

Chapter 8. Management Innovation from Fast-Moving Markets

Values Enable Coordination

Absorbing Change without Losing Momentum

Developing Foresight and Anticipating the Future

Executing with Accuracy

Reacting with Agility

Formalizing the Informal

The Author

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Index

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Отрывок из книги

Historically, innovations have originated in rich developed countries in the West and later flowed downhill to the populous developing world. But it is also possible for innovations to originate in poor countries and trickle up to the wealthier world. This is what I've termed reverse innovation.

I initially became interested in reverse innovation during a two-year stint as Professor in Residence and Chief Innovation Consultant at General Electric. At the time, GE CEO Jeff Immelt had put a stake in the ground to grow the company organically by meeting the needs and budgets of customers in heavily populated developing markets. As part of that plan, GE went on to introduce revolutionary new product adaptations – a $1,000 handheld electrocardiogram device and a portable, PC-based ultrasound machine that sells for as little as $15,000 – created to serve rural India and China. By developing lower-cost end-user solutions, GE has been able to cultivate an entirely new market. Just as notably, these innovations have since been adapted and sold in the United States and Europe.

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The obsolescence of conventional strategic planning became apparent to me when I was researching cases in India. I was calling around to a number of companies four to six months in advance of my visits to schedule interviews. At the time, executives seemed universally hesitant to commit. I was confused, because in most cases I knew these companies and their executives, or was being introduced and referred at the highest levels.

I understood, finally, when one senior executive told me: “Call me two weeks before you arrive. I promise we will meet sometime during your trip and I will also arrange other interviews for you in my company. But, at this point in time I cannot give you an exact meeting date – I just can't see that far ahead!” Sure enough, when I called a few weeks prior to my visit, I was able to fill my schedule completely.

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