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The Economics of War (Georgia Edition) (27th August 2008) 
Contributed by Chetan Parikh
Reading the news and scratching my head. That's what I have been doing as reports about Georgia, Russia, and South Ossetia populate the Internet. As usual, there are a myriad of economic lessons underlying the event that can be found beneath the official interpretations offered by the principals and their functionaries in the media. Hedonic Man (27th August 2008)
Contributed by Chetan Parikh When I first began hearing about what Bruno S. Frey, professor of economics at the University of Zurich, calls the "revolution" in his discipline, my reaction was one of delight. As far as I was concerned, it could not happen fast enough. Neoclassical economists had insisted upon the primacy of self- interest only in order to model human behavior, but the way rational choice theory developed (at the University of Chicago in particular) suggested that self-interest was not just a fact for these thinkers, but also an ideal: not just how people do act but also how they should act. Their relentless advocacy of market-based public policies was finally ideological--and, by my lights, ideologically wrong. Reconsiderations: Richard Dawkins and His Selfish Meme (27th August 2008)
Contributed by Chetan Parikh Proclaimed brilliant for its portrayal of the "gene's-eye view" of evolution, Mr. Dawkins's book inverted the focus of natural selection, from Darwin's weight on species to Mr. Dawkins's emphasis on the lowly gene itself: Simply put, Mr. Dawkins's argument is that the crux of natural selection is whether a particular gene — not an individual or a group of individuals — replicates itself in future generations. Those genes that are not replicated into the future have failed at evolution, and those that produce many copies of themselves have succeeded. Here we go again? (26th August 2008)
Contributed by Chetan Parikh The echoes of the 1930s in the current situation are not confined to foreign policy. Economically also, the parallels between the 1929-32 downturn and the current difficulties are becoming alarmingly apparent. It must be remembered: the Great Depression became such, as distinct from a garden-variety downturn, though egregious policy errors by decision-makers in a number of countries. Repetition of those errors, all of which would have appeared unthinkable a decade ago, is becoming increasingly likely and in some respects is already happening. Bankers caught between hope and despair (26th August 2008)
Contributed by Chetan Parikh "There is enormous uncertainty about where we stand at the moment," Stanley Fischer, governor of the Bank of Israel, said at the close of the Federal Reserve's annual retreat in Jackson Hole, Wyoming. 10 Reasons why there will be no Second Half Recovery in 2008: Federal Reserve, Housing, and Jobs. (26th August 2008)
Contributed by Chetan Parikh Ben Bernanke is spending some quality time in Jackson Hole Wyoming. In his prepared speech, Federal Chairman Ben Bernanke talked about “reducing systemic risk.” The problem however is that as the credit crisis has rippled throughout the economy the mystique of the Federal Reserve has diminished greatly. The former Federal Chairman Alan Greenspan still had the magical pixie dust to convince the markets that the Federal Reserve always had the right recipe to keep the economy going forward. Monetary policy as many learn in their first college economics class is limited in the scope of what it can do. To a certain extent monetary policy can help when money does get tight but has little ability to help in providing solvency to a market that is largely insolvent. Once this perception is shattered, it is hard to recover. MANAGED MUTUAL FUNDS: "PAY ME TO UNDERPERFORM" (26th August 2008)
Contributed by Chetan Parikh There is no shortage of ways to invest your money to earn a return: real estate, bonds, T-bills, CD's, casinos, and so on. In this article, though, we have decided to invest in the best performing asset class throughout history: common stocks of publicly traded businesses. This bubble is like dot-com burst, just worse in every way (26th August 2008)
Contributed by Chetan Parikh The mess in the U.S. financial system is making me nostalgic for the dot-com collapse of 2000-02. That, too, was the cataclysmic bursting of an insane market bubble. But as we are painfully learning, it's one thing for the economy to lose Pets.com and a few hundred or thousand similar startups; it's another thing entirely to watch the market bet on the demise of, say, the nation's two largest providers of mortgage financing. The Tragic Sense of Life (26th August 2008)
Contributed by Chetan Parikh Twenty-three-year old Henrietta (“Etty”) Darwin was an intelligent and vivacious woman who often felt bored by the quietness of life in the heart of the Kent countryside. Visitors provided some welcome excitement and were eagerly anticipated. On 21st October 1866, a tall, handsome German guest arrived at Down House, as she explained in a breathless letter to her brother George: The Motives That Ought to Encourage Us to the Sciences (26th August 2008)
Contributed by Chetan Parikh The difference between great nations and savage peoples is that the former have applied themselves to the arts and sciences, while the latter have totally neglected them. Perhaps most nations owe their existence to the knowledge that the arts and sciences provide. If we had the mores of the American savages, two or three European nations would soon devour all the others; and then perhaps some people conquering our world would boast, like the Iroquois, of having devoured seventy nations. Gandhi and Churchill by Arthur Herman (26th August 2008)
Contributed by Chetan Parikh Arthur Herman is a prolific historian known principally for works on British history, most notably his remarkable How the Scots Invented the Modern World. In this new, massive tome he undertakes a dual biography of two of the most important figures of the 20th century, each of whom was a key personality in the struggle to preserve (or dismantle) the British empire. Beyond Belief (26th August 2008)
Contributed by Chetan Parikh "I feel safer down here among the Christian savages along Narragansett Bay than I do among the savage Christians of Massachusetts Bay Colony," wrote Roger Williams, the founder of Rhode Island, shortly after his exile from polite society in 1635. Williams was one of the great heretics of what Europeans deemed a new world, not least because he bothered to learn the languages and customs of those he found already living there. He knew the Native Americans he admired were not Christians in any doctrinal sense, but he believed they lived according to a spirit of brotherly love more fully than the Puritans of Massachusetts from whom he'd fled. The Perfect Storm of a Global Recession By Nouroel Roubini (25th August 2008)
Contributed by Abhay Bhagat The probability is growing that the global economy – not just the United States – will experience a serious recession. Recent developments suggest that all G7 economies are already in recession or close to tipping into one. Other advanced economies or emerging markets (the rest of the euro zone; New Zealand, Iceland, Estonia, Latvia, and some Southeast European economies) are also nearing a recessionary hard landing. When they reach it, there will be a sharp slowdown in the BRICs (Brazil, Russia, India, and China) and other emerging markets. A SHORT COURSE IN BEHAVIORAL ECONOMICS (25th August 2008)
Contributed by Abhay Bhagat Richard Thaler, Sendhil Mullainathan, Daniel Kahneman At the Fed, a Debate Over Countering Inflation Grows Louder (25th August 2008)
Contributed by Chetan Parikh With the decline in oil prices, inflationary pressures are easing for the moment. The Federal Reserve’s policy makers all acknowledge as much. But that has not halted their debate over whether to raise interest rates now to avoid higher inflation in the future. Bernanke Urges Broader Powers For Central Bank (25th August 2008)
Contributed by Chetan Parikh Bernanke wants the Fed to have a more explicit role overseeing the plumbing of the financial system -- the computer systems, contractual arrangements and such by which financial institutions conduct transactions. And he would like for bank regulation to focus more on ensuring that the financial system as a whole is in sound shape, not just on the risks facing any given bank. Uncertainty Over Fannie and Freddie (25th August 2008)
Contributed by Chetan Parikh Anxiously awaiting a move by the Treasury Department and spurned by large investment firms, Freddie Mac and Fannie Mae find themselves unable to raise capital and with little ability to maneuver. Treasury officials have reviewed multiple plans for intervention, according to people who have spoken to top Treasury officials. But they have not identified a set of triggers that will compel a government bailout. Nor have they indicated to Freddie Mac or Fannie Mae executives when a bailout may occur or what form it may take. A Mission Goes Off Course (25th August 2008)
Contributed by Chetan Parikh Whenever the mortgage finance giants, Fannie Mae and Freddie Mac, find themselves in a tough spot — and boy, are they in a tough spot now! — they always seem to find a way to blame their problems on “the mission.” “We exist to expand affordable housing,” says Fannie Mae on its Web site, and although it also lists its other mission — providing liquidity for the American housing market — it is the former that has long been the companies’ trump card. Running dry (25th August 2008)
Contributed by Chetan Parikh “WATER is the oil of the 21st century,” declares Andrew Liveris, the chief executive of Dow, a chemical company. Like oil, water is a critical lubricant of the global economy. And as with oil, supplies of water—at least, the clean, easily accessible sort—are coming under enormous strain because of the growing global population and an emerging middle-class in Asia that hankers for the water-intensive life enjoyed by people in the West. Is the Dow Jones Industrial Average Relevant? (23rd August 2008)
Contributed by Chetan Parikh This past week I was listening to an interview with an analyst who said that she had some 27 years of experience. In this interview she claimed that the Dow Jones Industrial Average was irrelevant. When I heard this I cringed. Now this is not to say that I don’t see the argument behind this statement. Most people that make such statements are merely referring to the fact that the Dow Jones Industrial Average is comprised of only 30 stocks, and that because of its narrow cross section of the market, it is not reflective of the entire market. Skyscrapers and Business Cycles (23rd August 2008)
Contributed by CH The skyscraper index, created by economist Andrew Lawrence shows a correlation between the construction of the world's tallest building and the business cycle. Is this just a coincidence, or perhaps do skyscrapers cause business cycles? A theoretical foundation of "Cantillon effects" for the skyscraper index is provided here showing how the basic components of skyscraper construction such as technology are related to key theoretical concepts in economics such as the structure of production. The findings, empirical and theoretical, suggest that the business-cycle theory of the Austrian School of economics has much to contribute to our understanding of business cycles, particularly severe ones. Skyscrapers and Business Cycles (23rd August 2008)
Contributed by Chetan Parikh The skyscraper index, created by economist Andrew Lawrence shows a correlation between the construction of the world's tallest building and the business cycle. Is this just a coincidence, or perhaps do skyscrapers cause business cycles? A theoretical foundation of "Cantillon effects" for the skyscraper index is provided here showing how the basic components of skyscraper construction such as technology are related to key theoretical concepts in economics such as the structure of production. The findings, empirical and theoretical, suggest that the business-cycle theory of the Austrian School of economics has much to contribute to our understanding of business cycles, particularly severe ones. Socratic Skepticism (23rd August 2008)
Contributed by Chetan Parikh It is frequently claimed that Socrates said, “All I know is that I know nothing.” For instance, Skeptic magazine makes this claim in its self-defining article in the front matter of the magazine, “What is a Skeptic?” It uses this quote to justify a long historical tradition for skepticism, but it then castigates Socrates for making this claim, saying: “this pure position is sterile and unproductive and held by virtually no one. If you are skeptical about everything, you would have to be skeptical of your own skepticism.” This is a misquote that I would like to correct the record for the readers of Skeptic magazine. What Saddleback's Pastor Really Thinks About Politics (23rd August 2008)
Contributed by Chetan Parikh 'Overhyped." That's how the Rev. Rick Warren describes the notion that the evangelical vote is "up for grabs" in this election. But what about the significance of the evangelical left, I asked the pastor of Saddleback Church after his forum with the presidential candidates last weekend. "This big," he says, holding his thumb and forefinger about an inch apart. Is a Medical Intern's 'Initiation' Harmful to Your Health? (23rd August 2008)
Contributed by Chetan Parikh Sandeep Jauhar's book, Intern: A Doctor's Initiation, is the unsettling account of his medical residency at a New York hospital, largely focused on his first year. It represents his take on his internship, interweaving that experience with something of his childhood, family history, previous studies and work experiences. In the process, Jauhar tells us about himself, medical education and health care.
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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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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.
Management guru Ram Charan on leadership (1st February 2007)
Contributed by Chetan Parikh Business author and consultant Ram Charan lists the qualities successful leaders possess in Know-How: The 8 Skills That Separate People Who Perform From Those Who Don't. Here is an excerpt. How G. R. Gopinath Got Air Deccan to Fly (27th January 2007)
Contributed by Chetan Parikh Air Deccan's story ... is the story of the new India, the India of possibilities," according to G.R. Gopinath, the founder of India's first low-fare airline. After India liberalized its economy in the early 1990s, Gopinath met a former Army colleague, a pilot who was out of work -- one of hundreds of pilots who needed jobs. The meeting gave him the idea to launch a helicopter company, "because I felt the ecology was right." Starting with one helicopter, Gopinath went on to build Air Deccan, India's second largest airline with 40 aircraft that fly to 60 destinations around the country. In an interview with India Knowledge@Wharton, Gopinath discussed the beginnings of his entrepreneurial journey.
Corporate Governance in India: Has Clause 49 Made a Difference? (27th January 2007)
Contributed by Chetan Parikh The Securities and Exchange Board of India, or SEBI, took a major step toward improving standards of corporate governance a year ago when it asked Indian firms above a certain size to implement Clause 49 -- a regulation that strengthens the role of independent directors serving on corporate boards. Have these steps made a difference to corporate governance in Indian firms? In the first of a two-part interview, India Knowledge@Wharton spoke about these issues with professors Jitendra Singh and Mike Useem of Wharton's Management Department, who, with their colleague Harbir Singh, are putting together an Executive Education program in Mumbai on Corporate Governance in India. Griswold to receive Drucker Award (3rd January 2007)
Contributed by Chetan Parikh Once a year the Brown County Chamber of Commerce and Fifth Third Bank recognize an exceptional local business or individual with the Peter Drucker Award of Distinction. Fifth Third Banks of Southern Ohio sponsors the Drucker Award, an honor given only to those individuals with a clear record of outstanding leadership, quality management skills and, above all, a successful vision for ever-changing communities. The management dilemma (20th December 2006)
Contributed by Chetan Parikh "So much of what we call management consists in making it difficult for people to work." - Peter Drucker, Business Thinker (1909-2005) United Through Reading Wins 2006 Drucker Award (1st November 2006)
Contributed by Chetan Parikh Military parents stationed overseas are able to communicate with their children in novel and important ways through the San Diego-based Family Literacy Foundation's United Through Reading program, which has won the $25,000 Peter F. Drucker Award for Non-profit Innovation for 2006. Vigorous Information Management – The Future of IT Industry (30th October 2006)
Contributed by Chetan Parikh Since its foundation, the focus of the information and technology (IT) evolution has not been on information, but on the technology. But this is going to change: according to Peter Drucker and Allen Brown, the next step in the evolution will ask about the meaning of information and its purpose. A Dragon In R&D (28th October 2006)
Contributed by Nihar Dalal China's labs may soon rival its powerhouse factories—and multinationals are flocking in for tech innovation
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