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Thich Nhat Hahn (8th September 2010) 
Contributed by Arjun Ashar
He has chosen to shun the limelight and avoid the shimmer of celebrity endorsement in order to focus on building communities around the world that can demonstrate his ethical approach to life a return to a simpler, kinder world based on deep respect for each other and the environment. Because of our dualistic thinking that god and the kingdom of god is outside of us and in the future - we don't know that god's true nature is in every one of us. So we need to put god back into the right place, within ourselves. It is like when the wave knows that water is not outside of her. Everything we touch in our daily lives, including our body, is a miracle. By putting the kingdom of god in the right place, it shows us it is possible to live happily right here, right now. If we wake up to this, we do not have to run after the things we believe are crucial to our happiness like fame, power and sex. If we stop creating despair and anger, we make the atmosphere healthy again. The end of the beginning... (8th September 2010)
Contributed by Chetan Parikh Back to the future...with more global quantitative easing from nervous central banks Selling to art of giving to China (8th September 2010)
Contributed by Chetan Parikh BEIJING (AP) — Microsoft Corp. co-founder Bill Gates and billionaire investor Warren Buffett plan to sell the art of giving to China's super-rich in a visit later this month that's already sparked some soul-searching among the world's second-largest number of billionaires. The Fed and the Ratchet Effect (8th September 2010)
Contributed by Chetan Parikh Once the monetary interventions start, they can't be stopped. The economy requires ever more of the same to fix the problems created by the first round. This is the ratchet effect that Robert Higgs applies to statist policies in general. What's the Right Thing to Do? (8th September 2010)
Contributed by Chetan Parikh Libertarianism does not claim to encompass the whole of morality. Quite the contrary, it asks only, when is force or the threat of force permissible? The answer to this question delimits a sphere of rights, but not everything that is within one's rights counts as morally acceptable. The Relation of Cost to Value (8th September 2010)
Contributed by Chetan Parikh Eugen von Böhm-Bawerk was Mises's great teacher. Here is a very early statement (1891) on the cost controversy, published in English. It demonstrates why Böhm-Bawerk remains a standard-bearer of the Austrian tradition. Julius Baer aims to double Asia contribution (8th September 2010)
Contributed by Chetan Parikh Julius Baer, which has 166 billion Swiss francs in assets under management as of end-June, currently derives the bulk of its business in Europe with Asian clients accounting for just over 10 percent of AUM. Undone by unsound assumptions (8th September 2010)
Contributed by Chetan Parikh How to put capitalism back on its feet? By looking to the past, say Kevin Dowd and Martin Hutchinson in ‘Alchemists of Loss: How modern finance and government intervention crashed the financial system’ (www.wiley.com). Past, meaning not the twentieth century, but the eighteenth and nineteenth centuries, the authors add. For, a good starting point, in their view, is to reconsider the demerits of the joint-stock form and the merits of the old partnerships in the financial sector, and think seriously about restricting or even repealing the limited liability statutes. Bill Gates' favorite teacher (6th September 2010)
Contributed by Abhay Bhagat FORTUNE -- Sal Khan, you can count Bill Gates as your newest fan. Gates is a voracious consumer of online education. Ambition: Why Some People Are Most Likely to Succeed (6th September 2010)
Contributed by Abhay Bhagat You don't get as successful as Gregg and Drew Shipp by accident. The Web Is Dead. Long Live the Internet (6th September 2010)
Contributed by Abhay Bhagat Two decades after its birth, the World Wide Web is in decline, as simpler, sleeker services — think apps — are less about the searching and more about the getting. Chris Anderson explains how this new paradigm reflects the inevitable course of capitalism. And Michael Wolff explains why the new breed of media titan is forsaking the Web for more promising (and profitable) pastures. About Ideas Economy: Human Potential (6th September 2010)
Contributed by Chetan Parikh Ideas Economy: Human Potential will bring together the world’s top minds for captivating discussions on creativity, talent management and the future of work. It will expose you to expert opinions and challenge your current thinking on what organisations of the future will look like. Meet the Tech Pioneers of 2011 (6th September 2010)
Contributed by Chetan Parikh Each year the World Economic Forum recognizes small companies whose innovations could help change the world. This year's crop is the most diverse ever. Tony Blair on Clinton, Bush and the American Character (4th September 2010)
Contributed by Arjun AsharAmbition: Why Some People Are Most Likely to Succeed (4th September 2010)
Contributed by Arjun AsharWhy Israel Doesn't Care About Peace (4th September 2010)
Contributed by Arjun AsharRyanair's O'Leary (4th September 2010)
Contributed by Arjun Ashar O’Leary says that for decades, airlines have been mixing up their breeds of passengers -- treating cheap budget travelers as though they were corporate tycoons, handling them with a level of courtesy they neither receive anywhere else in their lives nor truly expect. Yet more and more people are flying Ryanair -- which, in the end, might be the ultimate validation of O’Leary’s assessment of what travelers really want. “One of the great MBA-speak ideas is that the customer is always right,” he says. “The customer is usually wrong. The only time you hear from a customer is when they’re usually complaining because they want to break our rules. Why can’t I get a refund for my non- refundable ticket? Bugger off.” The Milgram Experiment (4th September 2010)
Contributed by Chetan Parikh If the learner made an error, the teacher would administer an electric shock to the learner by remote control, pressing a button on a control console. Each electric shock administered would be stronger than the one before. Bad Monetary Policy Is Redundant (4th September 2010)
Contributed by Chetan Parikh The Austrian theory of the trade cycle explains why the Fed's below-market interest rates invariably lead to a correction known as the bust. The theory is not new. Why has it been so out of favor with most economists? If a Pure Market Economy Is So Good, Why Doesn't It Exist? (4th September 2010)
Contributed by Chetan Parikh By eliminating the analytical straightjacket imposed by neoclassical economics, economists could have a lot more to offer about how to improve the world. They would start thinking about changing preferences, not just incentives.
THE NEW SCIENCE OF MORALITY (3rd September 2010)
Contributed by Chetan Parikh I think we should differentiate three projects that seem to me to be easily conflated, but which are distinct and independently worthy endeavors. The first project is to understand what people do in the name of "morality." We can look at the world, witnessing all of the diverse behaviors, rules, cultural artifacts, and morally salient emotions like empathy and disgust, and we can study how these things play out in human communities, both in our time and throughout history. We can examine all these phenomena in as nonjudgmental a way as possible and seek to understand them. We can understand them in evolutionary terms, and we can understand them in psychological and neurobiological terms, as they arise in the present. And we can call the resulting data and the entire effort a "science of morality". This would be a purely descriptive science of the sort that I hear Jonathan Haidt advocating. Are Economists Human? (3rd September 2010)
Contributed by Chetan Parikh A controversy among economists and others interested in the limits of rational choice analysis, still running after an onset at least two decades ago, concerns whether intelligent people, and especially experts, can be subject to cognitive illusions. This note provides a striking illustration supporting that disconcerting conjecture. It analyzes the apparent inability of professional economists to give a better than chance response to a very elementary question about consumer surplus. Peter Schiff: Flying Blind (3rd September 2010)
Contributed by Chetan Parikh Watching economists and media analysts react to breaking economic news is a bit like looking at a flock of pigeons flying over the New York skyline. A true wonder of the urban landscape, the flocks can include hundreds of individuals who show an uncanny ability to stay in tight formation as the group quickly zig-zags between buildings. What may be even more remarkable than their ability to randomly fly while maintaining cohesion is the flock’s refusal to stick to any particular direction for very long, and their determination to fly feverishly without actually going anywhere. Sound familiar? Bernanke Says He Wasn't `Straightforward' on Lehman (3rd September 2010)
Contributed by Chetan Parikh Federal Reserve Chairman Ben S. Bernanke said he regretted not saying in congressional testimony shortly after the failure of Lehman Brothers Holdings Inc. in 2008 that the central bank had no authority to save the firm.
The 'Ground-Zero and Grand Staircase Escalante Mosque' (3rd September 2010)
Contributed by Chetan Parikh Regarding the media frenzy about the "Ground-Zero Mosque," Ryan Long asks: if the land surrounding the World Trade Center is so sacrosanct for some Americans, why haven't they purchased it themselves?
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Firing new shots (20th April 2007)
Contributed by Chetan Parikh
Using lasers to trigger fusion could prove cheaper than other techniques Two Technology Executives, Two Views of the Virtues/Perils of Connectivity (12th April 2007)
Contributed by Chetan Parikh When Robert Carter looks over the connected world of online communities that many experts call Web 2.0, it is hard for Carter -- the chief information officer and executive vice president of global shipping giant FedEx Corp. -- to curb his enthusiasm. Al Nugent, the chief technology officer for computer giant CA, surveys the same universe and sees similar promise but worries more about the increased risk of an operational meltdown and the rise of new security concerns. Both men spoke at the recent Wharton Technology Conference 2007. India’s Edge Goes Beyond Outsourcing (4th April 2007)
Contributed by Chetan Parikh Outsourcing is breaking out of the back office. Out of the dusty labs (3rd March 2007)
Contributed by Chetan Parikh Technology firms have left the big corporate R&D laboratory behind, shifting the emphasis from research to development. Does it matter? Netcore CEO Rajesh Jain: 'In India, the Future of the Internet Will Be Built around the Mobile Phone' (20th October 2006)
Contributed by Chetan Parikh Seven years ago, Rajesh Jain ignited a dot-com storm in India when his portal, IndiaWorld, was sold to Sify, an Internet service provider, for $115 million. Today, he is CEO of Netcore, a Linux-based messaging software firm, and also maintains an active blog, emergic.org. Jain met with Knowledge@Wharton at his offices in Mumbai to discuss how mobile phones could hold the key to the Internet's evolution in India and other emerging economies. Language barriers (21st August 2004)
Contributed by Chetan Parikh Can a concept exist without words to describe it? Nanotech Gets Down to Business If the excitement at New York's NanoBusiness Conference is any guide, future historians will declare early 2003 to be nanotechnology's tipping point, the pivot on which the industry slid from "not quite ready" to "raring to go."
The Future of Nanotechnology: Molecular Manufacturing The future generations of nanotechnology will rely on being able to effectively arrange atoms. Molecular manufacturing, and the use of molecular assemblers to hold and position molecules, will be key to the future, controlling how molecules react and allowing scientists to build complex structures with atomically precise control. In this essay, Dr. Drexler discusses the benefits and challenges of future molecular manufacturing.
The Telecosm Party. "The story of Qualcomm's CDMA written by George Gilder".
Tech futurist George Gilder talks stocks. "Gilder's theory hinges on a broad and quirky worldview. In an era of material abundance, he says, there are two scarcities that will drive the development of technology. One is a physical limit--the speed of light--and the other is a biological limit--the human lifespan." In Search of Innovation In an era of unrelenting competition, innovation has become a priority for corporations, institutions and nations. Heightened interest is spurring widespread efforts to analyze what underlies the process and assess how firms and countries are doing, because good measurement is central to effective management. Meet the researchers bent on prying the lid off innovation's black box.
Being Wireless. Nicholas Negroponte explains why Wi-Fi "lily pads and frogs" will transform the future of telecom. Surviving the Fibre - Optic Fire Sale. In once-booming telecom country, bankruptcies are up, and assets are up for grabs. Level 3's Jim Crowe surveys the wreckage. Nicholas Negroponte: The Innovation "Void" MIT s Media Lab founder
laments a growing lack of creativity, as seen in bad design and hard-to-use
devices Why the future doesn't need us Contributed by Bill Joy Our most powerful 21st-century technologies - robotics, genetic engineering, and nanotech - are threatening to make humans an endangered species. A must read for everybody interested in knowing more about where we're headed. Miss it at your own peril. And for all you guys at Dalal Street trading paper, the Capital Markets may just not exist in a few years! It's a nineteen-page article, and we'd recommend that you read every word of it. It may take a few seconds for the page to download, but its well worth the wait. Take our word for it… From one of the most respected technology gurus An Excellent Article An excellent article about the so called tech downturn. The author feels this is merely a pause-to-catch-breath phase and there is lots more to be done. Sure, dotcom valuations have fallen, with even frontrunners like Yahoo! Losing 76 % of its value. Sure, venture capitalists are tightening their purse strings. Sure HTML has reached the limits of it can do, but is giving way to another language XML. But, concludes the article, there's no turning back Physician, Wire Thyself. "The article visualises the impact of handheld devices on health care industry." Stumbling Onto The Future. "Quite an interesting description of important inventions in the last two centuries." No, This Man Invented The Internet. "The story of the inventor of the internet." Impatient Pendulum. "When the author was a child, the pendulum swung even slower. It was longer then, too. It was shortened (and therefore quickened) in one of those paradoxical compromises of museum management: People stood mesmerized for so long that they blocked the flow of traffic. This speedup of an icon of slowness is symbolically fitting. The tempo of life has quickened." 5 Patents to Watch.
A handful of hot
new patents that may
change the way business and technology get
done. Distributed Computing.
The future of big
computing may lie in
distributing the work. Edible Vaccines.
Vaccines you eat
will make immunization
less painful and more accessible
worldwide. Raman Amplification.
New Raman
amplifiers are key to
building an all-optical Internet. Tissue Engineering.
Tissue engineering
promises to repair
and even replace damaged body parts.
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Activists get help from SEC (25th August 2010)
Contributed by Chetan Parikh
It's a good time to be a corporate gadfly. Why Corporate Governance Matters to Everyone (18th August 2010)
Contributed by Chetan Parikh So many of the problems we face today result from poor decision-making by private corporations. Prominent examples include the Gulf oil spill and the seriously weakened financial sector, which is imperiling the rest of our economy. However, so many who describe themselves as liberals or progressives seek to address such problems with more government regulation and programs instead of by preventing the bad decisions at the source, which is likely to be more efficient from a resource utilization perspective. Relational Letter to Occidental Petroleum (10th August 2010)
Contributed by Chetan Parikh This letter to Occidental Petroleum’s board of directors from Ralph Whitworth of Relational Investors (VII, September 30, 2009) and Anne Sheehan of the California State Teachers’ Retirement System outlines why the activist investors are seeking to replace at least four board members: “[T]he board, as currently composed, suffers from entrenchment and ossification, which renders each of its members incapable of functioning as vigorous and independent shareholder representatives.” How to Make an American Job Before It's Too Late: Andy Grove (6th July 2010)
Contributed by Abhay Bhagat Recently an acquaintance at the next table in a Palo Alto, California, restaurant introduced me to his companions: three young venture capitalists from China. They explained, with visible excitement, that they were touring promising companies in Silicon Valley. I’ve lived in the Valley a long time, and usually when I see how the region has become such a draw for global investments, I feel a little proud. The new pluralism (22nd March 2010)
Contributed by Chetan Parikh Power in modern society is progressively being diffused, moving away from central government to interest groups, even to single individuals. Society and the body politic in democratic societies are becoming pluralist in new ways. This phenomenon was analysed by management guru and social science professor Peter Drucker in his book The New Age. A clear understanding of this development would help political and social leaders to cope with changing electoral aspirations. The Drucker School of Management Honored as an 'Excellent Business School' by Eduniversal (24th April 2009)
Contributed by Chetan Parikh The Peter F. Drucker and Masatoshi Ito Graduate School of Management was recognized as an “Excellent Business School” by EDUNIVERSAL, an organization that helps students choose the best business schools worldwide. The Drucker school was honored to be among the 1,000 selected business schools in the world because of its strength in the US and international influence. Peter Senge (21st November 2008)
Contributed by Rohan M. Shah Peter Senge (born 1947) studied aerospace engineering at Stanford University before moving into the field of organisational behaviour and becoming director of the Centre for Organisational Learning at MIT’s Sloan School of Management. He is credited with developing the idea of the learning organisation, based on his study of social systems and the relationship of the whole to its constituent parts. A learning organisation, he once said, “is continually expanding its capacity to create its future”. Economic Depressions: Their Cause and Cure (3rd October 2008)
Contributed by Chetan Parikh We live in a world of euphemism. Undertakers have become "morticians," press agents are now "public relations counsellors" and janitors have all been transformed into "superintendents." In every walk of life, plain facts have been wrapped in cloudy camouflage. Peter Drucker's "Unfinished Chapter:" (6th August 2007)
Contributed by Abhay Bhagat The influence the CEO has on people--individually and collectively. Management: A movie guide (6th July 2007)
Contributed by Chetan Parikh I've read about shamrock organisations, horizontal organisations and federal organisations. I've read about intelligent enterprises and spider-web organisations. The most-quoted management guru Peter Drucker said that managing an information-based organisation is more like conducting a symphony orchestra than running a business on traditional lines. Others have compared it to running a jazz combo, and then there are those who say it's like running a sports team. Q&A with management guru Jim Collins (18th June 2007)
Contributed by Abhay Bhagat The bestselling author answers our readers' questions about business, leadership - and mountain climbing. Beware the 'Walking Dead': Analyzing Customer Data from a Multi-Service Firm (14th June 2007)
Contributed by Chetan Parikh Think of them as the "walking dead," a type of customer who currently maintains service with a particular company, but whose next action will most likely be to discontinue that relationship, according to a new study that examines how the customers of a telecommunications firm acquire and discard services over time. The paper -- "Modeling the Evolution of Customers' Service Portfolios," by Wharton marketing professors Peter Fader and Eric Bradlow and a former Wharton PhD student -- focuses in part on whether it is possible to predict future purchasing patterns by looking at past buying behavior.
At 3M, A Struggle Between Efficiency And Creativity (4th June 2007)
Contributed by Abhay Bhagat How CEO George Buckley is managing the yin and yang of discipline and imagination Here Today, Discounted Tomorrow: Strategic Shoppers Know When to Buy, and at What Price (1st June 2007)
Contributed by Chetan Parikh Some shoppers just can't help themselves and buy mostly on impulse without regard to price. Others are die-hard bargain hunters, who only open their wallets for a discount. Then there are the strategic consumers, who are willing to buy full-price sometimes, but at other times they will wait for a bargain. According to new research by Gérard P. Cachon, professor of operations and information management at Wharton, and doctoral student Robert Swinney, it's these customers that retailers need to focus on in order to reap the full benefits of lean retail inventory management and variable pricing. Marketers For Charity: Peter Drucker (1st June 2007)
Contributed by Chetan Parikh Few have had as great an impact on the business world as Peter Drucker. So, it is more than fitting to have his work amplified on Branding Strategy Insider during this years Marketers For Charity effort.
The best business books of all time? Here are the choices of our panel of CEOs and experts (25th May 2007)
Contributed by Chetan Parikh Robert Bruner still remembers the first book he read as a manager. It was 1988, and Bruner, now the dean of the Darden School of Business at the University of Virginia, was an up-and-coming professor, respected for his work in finance. But he'd never managed people before. And when he was charged with overseeing the first year of the school's M.B.A. program, Bruner began to struggle.Under fire, Bruner scrambled for guidance. He found it in Peter Drucker'sThe Effective Executive. In the book, published two decades earlier, the dean of management thinkers—known for his study of GM under Alfred Sloan—offered advice to managers burdened with exactly Bruner's problems. Strategies: Pray for a public buyer (21st May 2007)
Contributed by Chetan Parikh If you own stock in a company that is ripe for takeover, you should hope the company is not acquired by a private equity firm. A New Take on Corporate Governance and Anti-Corruption Crusades (18th May 2007)
Contributed by Chetan Parikh Most people assume that good corporate governance benefits shareholders, and that corruption in a banking system should be rooted out. But just how much benefit does a company really get when it improves its accounting and puts a few outsiders on its board of directors? And when does an anti-corruption crusade start to backfire, causing a chilling effect that denies loans to credit-worthy borrowers? India offers a chance to study both questions, which were the subject of papers presented at a global conference on India's Financial System held in April at Wharton. The conference was organized by Wharton's Financial Institutions Center with the Centre for Analytical Finance at the Indian School of Business in Hyderabad and the Stockholm-based Swedish Institute for Financial Research.
Adobe's Shantanu Narayen: India and Other Emerging Markets Are Going to Drive Trends in Software Evolution (18th May 2007)
Contributed by Chetan Parikh While a number of Indian IT companies are expanding globally, several major U.S. IT firms are increasing their presence in India. Among them is Adobe Systems, which views India as an important development center and a growing market for its products. In the second of a two-part interview with Knowledge@Wharton, Adobe president and chief operating officer Shantanu Narayen discusses the company's strategy regarding India and global expansion. In the first part of the interview, published in Knowledge@Wharton, he talks about Adobe's product strategy for the emerging trend of rich Internet applications.
Shantanu Narayen on Adobe's Future Direction: Product Strategy for the Next Generation of the Web (17th May 2007)
Contributed by Chetan Parikh A key element of what has been called "web 2.0" -- along with ideas such as user-generated content and social networks -- is the concept of "rich Internet applications," which use the web as a platform for innovative types of online experiences. A new generation of Internet-connected applications is beginning to emerge led by such companies as Adobe Systems. Knowledge@Wharton recently interviewed Adobe president and COO Shantanu Narayen about the company's latest product introductions. In the second part of this interview, published in India Knowledge@Wharton, Narayen talks about the key role that India will play in the company's global growth strategy.
Fresh takes on Peter Drucker (12th May 2007)
Contributed by Chetan Parikh IN the past business in China has been predominantly driven by the all-pervasive guanxi or relationships - be it family ties, friendship, or a set of official favors and reciprocation that keep the wheels turning.
Life, not seminars, molds leaders (8th April 2007)
Contributed by Chetan Parikh Here comes a truly worthwhile look at leadership, "True North: Discover Your Authentic Leadership," by Bill George with Peter Sims.
Big Winners: Hitting That 'Sweet Spot' of Success Year After Year (2nd March 2007)
Contributed by Chetan Parikh Alfred A. Marcus, a professor at the University of Minnesota, Carlson School of Management, reviewed detailed performance metrics for the 1,000 largest U.S. corporations, identifiying the 3.2% that have consistently outperformed their industries for a full decade. In his book, Big Winners and Big Losers: The 4 Secrets of Long-term Business Success and Failure (Wharton School Publishing), Marcus explains the strategies these companies followed, how they found opportunities in markets that others didn't see, and how they managed the tension between agility and discipline. Below is an excerpt from Chaper Seven, titled "Focus." How Corporate America Came to Recognize Diversity, One Pepsi at a Time (2nd March 2007)
Contributed by Chetan Parikh In 1949, an African-American marketing executive for the Pepsi-Cola company named Edward F. Boyd attended a performance of Arthur Miller's Death of a Salesman. By his own account, Boyd was moved to tears by the play and its echo of his own experiences and disappointments as a salesman in mid-20th century America. Yet Boyd's role in Pepsi's pioneering venture to tap the African-American market by employing African-American sales personnel is a story of triumph, as related in a new book titled, The Real Pepsi Challenge: The Inspirational Story of Breaking the Color Barrier in American Business, by Stephanie Capparell. Corporate Governance in India: Is an Independent Director a Guardian or a Burden? (9th February 2007)
Contributed by Chetan Parikh Many Indian companies -- with a few exceptions -- are owned or controlled by business families. This poses a special challenge for corporate governance. According to Wharton management professors Jitendra Singh and Michael Useem, a crucial issue is the approach that the family member who heads the company takes towards independent directors. In well-managed companies, independent directors are viewed as partners of management and as outside guardians whose job is to make sure that management stays focused on delivering shareholder value. Other companies, however, might consider independent directors to be a burden that has to be borne mainly to satisfy regulatory rules for compliance. In this second half of a two-part discussion on corporate governance in India, Singh and Useem discuss these issues and more with India Knowledge@Wharton.
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