From The Economist – “There is a risk that climate change will happen faster or be more costly than we anticipate, possibly threatening humanity’s very existence. Whether or not it makes sense to pay to cut emissions in order to enjoy the benefits of slower warming, it is worth taking action now in order to reduce the odds of a civilisation-ending outcome. Though that argument makes quite a lot of sense, it does leave some economists unsatisfied. Surely the costs of warming are high enough that it’s worth cutting emissions to stop it, whether or not it threatens our very existence, right?”
Fresh Pick of the Day, June 17, 2014: Ten Tips for Building Stronger Networks in Work and Life from Stanford University
From Stanford Re: Think – Most people understand that to be successful, they need to network. But actually going out and doing it is another matter. People “are daunted by the task and believe it requires inauthentic, uncomfortable behavior and is an activity that is inconsistent with focusing on job performance,” says Jeffrey Pfeffer, a Stanford professor of organizational behavior, who covers the subject of networking as part of his Paths to Power elective course. Too often, he says, people view networking “as something that ‘is not them’ or that they could not see themselves doing.”
From Knowledge@Wharton – “The reshoring trend is rocking global business, with hundreds of companies working to bring their manufacturing operations back from China to North America”
A leadership guide featuring step-by-step how-tos, Wall Street Journal stories and video interviews with CEOs. Here are seven lessons for leaders charged with leading their organizations through a crisis.
Fresh Pick of the Day, June 10, 2014: “Corporate attempts at innovation are overwhelmingly dying on the vine”
From Washington Post- “The lion’s share of corporate innovation projects are not making it to the market, according to a survey from Fahrenheit 212. The innovation consulting firm asked 100 chief innovation officers from multinational corporations what percentage of their innovation projects make it to market. Forty-five percent of respondents said fewer than 10 percent of their projects did. Twenty-one percent of those surveyed said between 10 and 25 percent of their projects made it to market.”
From FT.com Special Report – “The Connected Business aims to help business leaders understand and use IT to improve their companies’ performance. Our latest big theme is ‘IT and marketing’ but there is analysis and opinion on lots more, too”
From BBC Capital – “Gone are the days when middle management was expected to lead troops into some territorial battle with rivals. Disregard the old command-culture favoured in the ‘80s. Abandon that tired business school mantra about always seeming to be the smartest one in the room… These days, it’s about collaborating, listening and treating more junior employees as equals. The prevailing culture for successful businesses now is a management structure that is flat, where the most junior associate has a chance to develop the next big idea.”
From Knowledge@Wharton – “It’s not the case that all information is good and we should just rush to maximum disclosure,” Edmans notes. Previous research in this area has generally assumed that all types of information are easily disclosed, and that the cost of disclosure is limited to the minimal expense of preparing and mailing documents. But the researchers’ paper shows that the actual cost may be much greater than the direct expenses associated with communicating information: Disclosure can distort the manager’s investment incentives. The source of this incentive effect is that, in real life, some types of information are easier to reveal than others.