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Owen Graduate School of Management
Owen Graduate School of Management Vanderbilt University 2017/2018 Archived 2017/2018 of Management Owen Graduate School Containing general information and courses of study for the 2017/2018 session corrected to 2 July 2017 Nashville School 2017/2018 The university reserves the right, through its established procedures, to modify the requirements for admission and graduation and to change other rules, regulations, and provisions, including those stated in this bulletin and other publications, and to refuse admission to any student, or to require the with- drawal of a student if it is determined to be in the interest of the student or the university. All students, full time or part time, who are enrolled in Vanderbilt courses are subject to the same policies. Policies concerning noncurricular matters and concerning withdrawalGraduate for medical or emotional reasons can be found in the Student Handbook, which is on the Vanderbilt website at vanderbilt.edu/student_handbook.Archived Management NONDISCRIMINATION STATEMENT In compliance with federal law, including the provisions of Titleof VII of the Civil Rights Act of 1964, Title IX of the Education Amendment of 1972, Sections 503 and 504 of the Rehabilitation Act of 1973,Owen the Americans with Disabilities Act (ADA) of 1990, the ADA Amendments Act of 2008, Executive Order 11246, the Vietnam Era Veterans Readjustment Assistance Act of 1974 as amended by the Jobs for Veterans Act, and the Uniformed Services Employ- ment and Reemployment Rights Act, as amended, and the Genetic Information Nondiscrimination Act of 2008, Vanderbilt University does not discriminate against individuals on the basis of their race, sex, sexual orientation, gender identity, religion, color, national or ethnic origin, age, disability, military service, covered veteran status, or genetic information in its administration of educational policies, programs, or activities; admissions policies; scholarship and loan programs; athletic or other university-administered programs; or employment. -
Papers/Delivering Value- Social Capital of Teams Burt GSB.Pdf
Delivering Value: The Social Capital of Teams Trust and reputation emerged in the first session as key success factors for people trying to build bridges across structural holes. This session is about the critical role that teams play in building trust and reputation. Value is created by bridging structural holes, but it is delivered by building a strong team around the bridge. The point was illustrated by the team spirit that Alex Zaffaroni and John Clendenin built among their direct reports. In this session, we'll go deeper into why it was important for them to build team spirit and what it means to build it. Here is a sequence of questions addressed: I can see many reasons why it would be important for people to trust me, but why do I have to think about it? Why can't I just do my job, and let things like trust and reputation be a by-product of doing a good job? How does the trust we see between people in a high-performance team work? Where does it come from? What keeps it alive? With respect to performance, teams are expensive so why assign a problem to a team rather than an able individual? Team spirit is a fine thing, but how is it connected with real dollars and cents performance? Given the value of teams, how can we implement a "one-company" policy by making the organization into into a cohesive team? Does personality determine the informal network around a leader, and if it does, what can we do to aid informal networks? If teams are so valuable, why do the resources go to network entrepreneurs? For text on this session, Appendices: see Chapter 3 in I. -
Owen Graduate School of Management School
Owen Graduate School of Management School 2015/2016Vanderbilt University 2015/2016 Graduate Archived OwenManagement of Containing general information and courses of study for the 2015/2016 session corrected to 2 July 2015 Nashville School The university reserves the right, through its established procedures,2015/2016 to modify the requirements for admission and graduation and to change other rules, regulations, and provisions, including those stated in this bulletin and other publications, and to refuse admission to any student, or to require the with- drawal of a student if it is determined to be in the interest of the student or the university. All students, full time or part time, who are enrolled in Vanderbilt courses are subject to the same policies. Graduate Policies concerning noncurricular matters and concerning withdrawal for medical or emotional reasons can be found in the Student Handbook, which is on the Vanderbilt website at vanderbilt.edu/student_handbook. Archived NONDISCRIMINATION STATEMENT In compliance with federal law, including theOwen provisions of Title VII of the Civil Rights Act of 1964, Title IX of the Education Amendment of 1972, Sections 503 and 504 of the Rehabilitation Act of 1973, the AmericansManagement with Disabilities Act (ADA) of 1990, the ADA Amendments Act of 2008, Executive Order 11246, the Uniformed Services Employment and Reemployment Rights Act, as amended, and the Genetic Information Nondiscrimination Act of 2008, Vanderbilt University does not discriminate against ofindividuals on the basis of their race, sex, religion, color, national or ethnic origin, age, disability, military service, or genetic information in its administration of educational policies, programs, or activities; admissions policies; scholarship and loan programs; athletic or other university-administered programs; or employment. -
MC5697-42.Qxd
MAYO CLINIC HEALTH POLICY CENTER A sampling of participants James Andrews, F.S.A., E.A. Doug Benson James Blumstein, L.L.B., M.A. Watson Wyatt Minnesota Department of Health Vanderbilt University Joseph Antos, Ph.D. James Berarducci Bruce Bradley, M.B.A. American Enterprise Institute Kurt Salmon Associates General Motors Corporation Howard H. Baker Jr. Robert Berenson, M.D. David Bronson, M.D. Baker, Donelson, Bearman, Caldwell Urban Institute Cleveland Clinic & Berkowitz, PC Donald Berwick, M.D. Emily Burge David Barrett, M.D. Institute for Healthcare Juvenile Diabetes Research Lahey Clinic Improvement Foundation George Bartley, M.D. Michael Birt, Ph.D. Steve Burrows, M.B.A., M.P.H. Mayo Clinic The National Bureau of Asian Blue Cross Blue Shield of Minnesota Research George Bennett Stuart Butler, Ph.D. Health Dialog RADM Susan Blumenthal, M.D. The Heritage Foundation Georgetown University School of Medicine John Butterly, M.D. Dartmouth-Hitchcock Medical Center Marilyn Carlson Nelson Carlson Companies Michael Cascone Jr. Blue Cross Blue Shield of Florida Steve Case Revolution Health Carolyn Clancy, M.D. Agency for Healthcare Research & Quality Jon Comola Wye River Group on Healthcare Steve Lampkin, Wal-Mart; Jerome Grossman, M.D., Harvard; and Michael Morrow, Blue Cross Blue Shield of Minnesota Marcia Comstock, M.D., M.P.H. Comstock Consulting Group, LLC Ensuring the future of quality patient care MAYO CLINIC HEALTH POLICY CENTER PARTICIPANTS Colleen Conway-Welch, Ph.D., R.N., Donald Fisher, Ph.D. David Helms, Ph.D. F.A.A.N. American Medical Group Association AcademyHealth Vanderbilt University School of Nursing Elliott Fisher, M.D., M.P.H. -
Think Tanks and Management Consultants: an Emergent Nexus?
Think Tanks and Management Consultants: An Emergent Nexus? Matthias Kipping, Schulich School of Business, York University, Toronto, Canada ([email protected]) Paper submitted to Panel T08P05: “Corporations and Think Tanks: Knowledge Utilization Beyond Political Technocracy” at the International Conference on Public Policy in Singapore, 28- 30 June 2017 Introduction The burgeoning literature on think thanks has largely centered around an examination of their influence on public policy formation, often with a focus on foreign policy (e.g. Abelson 2016). As noted in the Call for Papers for this session, only recently has the nexus between think tanks and business found more interest, namely around the ways corporations seem to have made an increasingly systematic use of think tanks to influence policy debates and decisions around topics that affect them, including for instance climate change (Plehwe 2014; see the CfP for more examples) or on creating a generally more favourable climate for “free markets” as part of what looks like a coordinated effort by neoliberal think tanks and think tank networks (e.g. Djelic 2014). These studies provide evidence for an emerging nexus between think tanks, corporations and governments. But, and this is the main argument of the paper, these phenomena need to be put into a broader context – a context marked since the late 19th century by an increasing managerialization of organized activity, reaching well beyond business into many other domains, including organized religion, and driven to a significant extent by what Engwall et al. (2016) have referred to as “authorities on management”, i.e. business schools, consultants, media. -
SUMMER 2011 Year
2011 SUMMER SMSSMS STRATEGIC MANAGEMENT NEWSLETTER SOCIETY CONGRATULATIONS TO THE 2010 CONFERENCE AWARD WINNERS SUMMER 2011 year. PhD candidates are invited to submit a full paper version of TABLE OF CONTENTS their submitted proposal for consideration by the review committee. These are studied before the conference and 10 finalists are named prior to the conference. This year there were 178 proposals eligible One of the winners of the SMSThoughts Phd Best Paper Prize, from Marko the Coh with SMS President 1 Joan E. Ricart and Tomi Laamanen. for this award, with a total of 60 full papers uploaded for review by the selection committee. This year’s selection committee was Organizing for Adaptation:SMS Innovative News Capabilities, Combinative 2 co-chaired by Tomi Laamanen and Pamela Barr. Potential, Coordination Costs,Emerging and Boundary Scholar Choices 3 Winners Konstantinos Grigoriou, Georgia Institute of Technology Frank T. Rothaermel, Georgia Institute of Technology GLOBALIn Harsh –and Slack Times: How Does Firm Performance Affect Strategy Research Foundation 6 the Intensity and the Direction of External Technology Sourcing Technology Acquisition and Knowledge Integration Thomas Klueter, University of Pennsylvania Seungho Choi, Michigan State University STRATEGY Journal Updates 7 Felipe Monteiro, University of Pennsylvania Gerry McNamara, Michigan State University SMS Fellows 9 On the Role of Causal Knowledge In Organizational Learning Uncovering the Process of Executive Mobility Natalia Vuori, Aalto University Marko Coh, London BusinessRio School Conference Wrap-Up 11 Did you miss the Rio Conference? Find out all the SMS CALL FOR NOMINATIONS exciting program highlights. EMERGING CK Prahalad Conference Wrap-Up 12 The SMS is inviting nominations for the 2011 SMS Emerging Nomination of a candidateReflecting requires: on and moving forward with the work Scholar Award which is generously funded by the Strategy • a letter of nomination ofby CKanother Prahalad. -
The Story of Bcg a Commitment to Impact
THE STORY OF BCG A COMMITMENT TO IMPACT The Boston Consulting Group | I The Boston Consulting Group (BCG) is a global management consulting firm and the world’s leading advisor on business strategy. We partner with clients from the private, public, and not-for- profit sectors in all regions to identify their highest-value opportunities, address their most critical challenges, and transform their enterprises. Our customized approach combines deep insight into the dynamics of companies and markets with close collaboration at all levels of the client organization. This ensures that our clients achieve sustainable compet itive advantage, build more capable organizations, and secure lasting results. Founded in 1963, BCG is a private company with 81 offices in 45 countries. For more information, please visit bcg.com. II | Report Title CONTENTS ii INTRODUCTION 1 UNLEASHING A REVOLUTIONARY STARTUP: 1963–1972 9 MANAGING GROWTH AS AN INDUSTRY PIONEER: 1973–1979 15 EMBRACING IMPLEMENTATION: 1980–1990 23 THE RISE OF THE PRACTICE AREAS: 1991–2001 31 THE GLOBAL DEPLOYMENT OF EXPERTISE: 2002–2012 37 THE 50TH ANNIVERSARY: 2013 45 OUR CULTURE 53 SHAPING THE FUTURE. TOGETHER. 59 BCG AT A GLANCE INTRODUCTION The Boston Consulting Group began as both a management consulting firm and a pioneer of bold new approaches to running companies. Its focus on strategy would have a profound and lasting impact on both corporate management and the business academy. Yet the firm went on to accomplish something equally remarkable. After carving out a distinctive niche in a crowded marketplace, BCG successfully managed the transition from a boutique to a full-service consultancy while preserving key elements of its founding culture. -
The Lords of Strategy by Walter Kiechel III
1 The Lords of Strategy by Walter Kiechel III Notes on Sources (and a few corrections) Preface: Three Common Beliefs to Be Discarded vii: “The Financial Times would say of him…” Christopher Lorenz. “Legend behind the cash cow.” Financial Times, July 27, 1992. viii: “But fewer than 4 percent…” The number comes from customer research done by Harvard Business Publishing, originally at the behest of then chief executive Linda Doyle x: “those little shitboxes”: Recounted to me at the time by a Ford executive xi: The Menand quotation is from Louis Menand. The Metaphysical Club: A Story of Ideas in America. (New York. Farrar, Straus and Giroux. Paperback edition, 2002.) From the Preface, page xi. Chapter 1: Strategy as a Case to Be Cracked 3: “The title that…” Andrew S. Grove Only the Paranoid Survive: How to Exploit the Crisis Points That Challenge Every Company. (New York. Doubleday. 1996.) 3: “Big league strategy consultants like Orit Gadiesh still describe their greatest intellectual thrill as “cracking the case’…” Here, as in the rest of the book, unless a written source is cited the reader should assume that the quotation comes from an interview with the source conducted by the author. All the interviews were recorded. 7. The first mention of a book that will figure large in our story…Thomas J. Peters and Robert H. Waterman Jr. In Search of Excellence: Lessons from America’s Best-Run Companies. (New York. Harper & Row. 1982.) 12: “The market for business books blasted off… and now marshals eight thousand new titles a year…” Bowker, the leading source of bibliographic statistics, keeps track. -
Boston Consulting Group from Wikipedia, the Free Encyclopedia Jump To: Navigation, Search
Boston Consulting Group From Wikipedia, the free encyclopedia Jump to: navigation, search The Boston Consulting Group Type Partnership Founded 1963 Boston, Massachusetts Headquarters 66 offices in 38 countries Key people Hans-Paul Bürkner , President & CEO Industry Management consulting Products Management consulting services Revenue US$ 2.4 billion (2008) Employees about 7,000 Website bcg.com The Boston Consulting Group (BCG) is a global management consulting firm, founded by Bruce Henderson in 1963. It has 66 offices in 38 countries, and its current CEO is Hans-Paul Bürkner. BCG is generally ranked as one of the most "prestigious" management consulting firms in the industry.[1] The firm prides itself on its employee-focused culture, and over the last 4 years has been the only top-tier consulting firm to appear in Fortune magazine's "Best companies to work for" report. In the 2009 list, BCG is listed as the 3rd best company to work at, and is the only top-tier consulting firm to appear in the top 100.[2] The company was formed when Henderson, a Harvard Business School alumnus, left Arthur D. Little to become head of a new management consulting division of the Boston Safe Deposit and Trust Company. In 1975 Henderson arranged an employee stock ownership plan, so that the employees could take the company independent from The Boston Safe Deposit and Trust Company. The buyout of all shares was completed in 1979. Contents [hide] • 1 Thought Leadership ○ 1.1 BCG Growth-Share Matrix ○ 1.2 Experience Curve ○ 1.3 Advantage Matrix ○ 1.4 Publications • 2 Recruiting ○ 2.1 Interview process • 3 Competitors • 4 Offices ○ 4.1 Offices in Asia Pacific ○ 4.2 Offices in Europe and the Middle East ○ 4.3 Offices in the Americas • 5 Companies founded by current and former employees • 6 Notable current and former employees ○ 6.1 Business ○ 6.2 Politics and public service ○ 6.3 Academia ○ 6.4 Others • 7 See also • 8 References • 9 External links [edit] Thought Leadership [edit] BCG Growth-Share Matrix For more details on this topic, see Growth-share matrix. -
John Wiley & Sons, Inc
THE BOSTON CONSULTING GROUP ON STRATEGY EDITED BY CARL W. STERN AND MICHAEL S. DEIMLER John Wiley & Sons, Inc. THE BOSTON CONSULTING GROUP ON STRATEGY THE BOSTON CONSULTING GROUP ON STRATEGY EDITED BY CARL W. STERN AND MICHAEL S. DEIMLER John Wiley & Sons, Inc. This book is printed on acid-free paper. ➇ Copyright © 2006 by The Boston Consulting Group. All rights reserved. Published by John Wiley & Sons, Inc., Hoboken, New Jersey. Published simultaneously in Canada. No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, scanning, or otherwise, except as permitted under Section 107 or 108 of the 1976 United States Copyright Act, without either the prior written permission of the Publisher, or authorization through payment of the appropriate per-copy fee to the Copyright Clearance Center, Inc., 222 Rosewood Drive, Danvers, MA 01923, (978) 750-8400, fax (978) 646-8600, or on the web at www.copyright.com. Requests to the Publisher for permission should be addressed to the Permissions Department, John Wiley & Sons, Inc., 111 River Street, Hoboken, NJ 07030, (201) 748-6011, fax (201) 748-6008, or online at http://www.wiley.com/go/permissions. Limit of Liability/Disclaimer of Warranty: While the publisher and author have used their best efforts in preparing this book, they make no representations or warranties with respect to the accuracy or completeness of the contents of this book and specifically disclaim any implied warranties of merchantability or fitness for a particular purpose. No warranty may be created or extended by sales representatives or written sales materials. -
John Wiley & Sons, Inc
THE BOSTON CONSULTING GROUP ON STRATEGY EDITED BY CARL W. STERN AND MICHAEL S. DEIMLER John Wiley & Sons, Inc. THE BOSTON CONSULTING GROUP ON STRATEGY THE BOSTON CONSULTING GROUP ON STRATEGY EDITED BY CARL W. STERN AND MICHAEL S. DEIMLER John Wiley & Sons, Inc. This book is printed on acid-free paper. ➇ Copyright © 2006 by The Boston Consulting Group. All rights reserved. Published by John Wiley & Sons, Inc., Hoboken, New Jersey. Published simultaneously in Canada. No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, scanning, or otherwise, except as permitted under Section 107 or 108 of the 1976 United States Copyright Act, without either the prior written permission of the Publisher, or authorization through payment of the appropriate per-copy fee to the Copyright Clearance Center, Inc., 222 Rosewood Drive, Danvers, MA 01923, (978) 750-8400, fax (978) 646-8600, or on the web at www.copyright.com. Requests to the Publisher for permission should be addressed to the Permissions Department, John Wiley & Sons, Inc., 111 River Street, Hoboken, NJ 07030, (201) 748-6011, fax (201) 748-6008, or online at http://www.wiley.com/go/permissions. Limit of Liability/Disclaimer of Warranty: While the publisher and author have used their best efforts in preparing this book, they make no representations or warranties with respect to the accuracy or completeness of the contents of this book and specifically disclaim any implied warranties of merchantability or fitness for a particular purpose. No warranty may be created or extended by sales representatives or written sales materials. -
Private Long-Term Care Insurance Celebrating 25 Years in Actuarial Recruitment
AMERICAN ACADEMY OF ACTUARIES ■ MAY | JUN ■ 2015 Private Long-Term Past,Care Insurance Present, Future Private Long-Term Care Insurance Celebrating 25 Years in Actuarial Recruitment www.dwsimpson.com/25th ® GLOBAL ACTUARIAL & ANALYTICS RECRUITMENT For 25 years, DW Simpson Global Actuarial & Analytics Recruitment has been specializing in the recruitment of Actuaries and analytical professionals. We work at all levels of experience, from Entry-Level through Fellowship, and with all disciplines including Life, Health, Pension, Property & Casualty and non-traditional areas. | www.dwsimpson.com | (800) 837-8338 | [email protected] Over 35 Years of Industry Experience EZRA PENLAND (800)580-3972 ACTUARIAL RECRUITMENT [email protected] EMAIL RESUMES TO: Celebrating 25 Years in [email protected] Actuarial Recruitment JOIN OUR LINKEDIN www.dwsimpson.com/25th NETWORKING GROUPS AT EzraPenland.com/LinkedIn NORTHEAST USA - P&C CHIEF RISK OFFICER USA - LIFE REINSURANCE Comp up to $275K. Position 62775 requires strong under- Reinsurer is searching for a Life FSA with client-facing ® standing of capital adequacy and capital modeling. FCAS or experience as well as variable annuity risk management GLOBAL ACTUARIAL & ANALYTICS RECRUITMENT ACAS with commercial lines exp. experience for Position 63047. Requires 10+ years of life insurance / reinsurance experience. MASSACHUSETTS - EXCESS CASUALTY For 25 years, DW Simpson Global FCAS or ACAS with excess casualty experience needed by IOWA - LIFE FINANCIAL REPORTING Actuarial & Analytics Recruitment has our Boston client for Position 62192B. Requires ratemak- Life ASA/near-FSA immediately sought for financial re- been specializing in the recruitment of ing and reserving experience. Reports to Head. porting role in Iowa for Position 63588.