Remove 2012 Remove Finance Remove Management Remove Reputation
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Small Business Resolutions for 2011

Coaching Tip

Add it all up, and you have a low-profit business that takes a lot of management effort. Sell the property that barely breaks even, concentrate on the two that have profit centers, and you are heading toward a stronger bottom line with the ability to focus more management attention on building those profits. .

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The Problem with the Profit Motive in Finance

Harvard Business Review

has a new "white paper" out with the rah rah title, " Financial Services: Safer & Stronger in 2012." I thought about this while listening Tuesday to David Swensen, the legendary manager of Yale University's endowment, arguing that acting as a fiduciary for other people's money and maximizing profits are incompatible activities. "A

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The Olympics as a Story of Risk Management

Harvard Business Review

Risk management is now at the heart of the governance model for the Olympic Games and the Olympic movement, and not only because of their growing scale and complexity. Even before the official opening of London 2012, a mix-up with the flag for the North Korean women's football team had organizers scrambling to resolve a diplomatic spat.

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Two Cheers for JP Morgan's "Clawbacks"

Harvard Business Review

As to all other employees, including Dimon, Cavanaugh said that "2012 performance year compensation and clawbacks, if appropriate, will be determined in the ordinary course." Dimon himself, who oversaw the CIO, could well have his 2012 compensation cut as a result of the trading problems. Drew earned $15.5

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Accountants Will Save the World

Harvard Business Review

But we got returns on our investment as well: Our employees were proud of the company and eager to participate; the disaster areas provided some of the best training on how to solve complex dilemmas; and of course the reputation of the company improved tremendously. There is no doubt we benefited from this.

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Are CEOs Overhyped and Overpaid?

Harvard Business Review

bright- and dark-side personality, values, and reputation) and meaningful measures of organizational outcomes (culture, profits, turnover, etc.). For instance, midlevel managers may primarily affect their teams, but C-suite leaders can be expected to influence the majority of the organization. million in severance. million.

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Serving on Boards Helps Executives Get Promoted

Harvard Business Review

More than 25 years ago, William Sahlman wrote the HBR article “Why Sane People Shouldn’t Serve on Public Boards,” in which he compared serving on a board to driving without a seatbelt, that it was just too risky—to their time, reputations, and finances—for too little reward.