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How Complexity Trips Up Companies In Foreign Market

Idea posted: March 2020
  • Strategy
  • Operations

International expansion can be a fast-track path to lower profits as many companies ignore the complexity of operating in foreign markets. A step-by-step approach — expanding to new markets with operational complexity similar to the company’s current markets before attacking markets that are significantly more complex — is more likely to be successful.

Idea #767
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Interior, Wolf Kibel, 1930-35 (Courtesy: Iziko South African National Gallery, Cape Town)

Business Templates that Succeed in 'Bottom of the Pyramid' Environments

Idea posted: June 2017
  • Innovation & Entrepreneurship
  • Operations

A new company first succeeds by creating a template for doing business — a working system of organizational routines and practices. It then scales its business by replicating that template. In bottom of the pyramid environments, however, the development and replication of templates can be hindered by the extreme conditions in which organizations must operate.

Idea #659
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Hands with flowers

Collaborate with Suppliers to Ensure Green Practices in the Supply Chain

Idea posted: August 2016
  • CSR & Governance
  • Operations

A new study shows that collaborating with suppliers, rather than just monitoring them, is more effective in ensuring that they are engaging in green and sustainable practices. Internal non-coercive drivers (for example, pressure from top management rather than government regulators) encourage buyer/supplier collaboration. 

Idea #617
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High-wire performer, South Korea, 2006 (Source: Wikimedia Commons)

Effective Risk Management to Secure Change and Growth

Idea posted: May 2016
  • CSR & Governance
  • Operations

Opponents of quantitative risk management models believe these models are counterproductive: they inhibit companies from taking calculated chances without preventing major mistakes (see the 2008 economic crisis). A new study of seven successful companies shows that when complemented by rigorous qualitative risk management practices and expanded roles for risk managers, quantitative models enhance rather than inhibit a company’s innovation and initiative.

Idea #604
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Enterprise Risk Management: Lessons from Canada’s Banks and Burning Platforms

Idea posted: January 2016
  • Finance
  • Operations

Once lagging behind banks in other countries, Canadian banks are now a case study in ERM best practices — thanks to factors such as strong regulations, substantial loss events that galvanized ERM efforts, and ERM best practices capabilities of people, processes, systems and data in the individual banks.

Idea #579
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Bucket wheel excavator at the Tagebau Garzweiler mine, Germany (Source: Wikimedia Commons)

The World Needs Mining, but Mining Must Change

Idea posted: January 2015
  • CSR & Governance
  • Leadership & Change
  • Operations

Demand is increasing for the mining industry, but so are costs and challenges — including increasing intolerance for the negative impact of mining activities on the environment and on local communities and indigenous people. The result: currently $24 billion in industry losses due to delays and resistance. A new initiative, involving all stakeholders impacted by mining operations and led by one of the giants of the industry, offers a roadmap for a collaborative, long-term sustainable approach to mining.

Idea #476
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