current issue: March / April 2013
by Kristina Safarova
Turning around a State-Owned Enterprise (SOE) which is a significant contributor to the national economy would be like fixing an airplane’s engine in mid-flight: the conventional rules do not apply since the risks are so high. However, SOEs on a growth-drive could use targeted acquisitions to enable their turnaround. Read on to discover the ten best-practice ideas for doing so.
In November 2008, thousands of Chilean workers went on a national strike demanding higher...
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features
The Ivey Business Journal Interview: Aldo Musacchio
by Stephen BernhutAldo Musacchio is an associate professor in the Business, Government and International Economy unit and a Marvin Bower Fellow at Harvard Business School. He is the co-author of the forthcoming book, Leviathan Evolving: New Varieties of State Capitalism in Brazil...
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Chinese State-Owned Enterprises in Africa: Myths and Realities
by Namukale Chintu and Peter J. WilliamsonChinese state-owned enterprises (SOEs) are often depicted as the new colonials in Africa, rapacious exploiters who lack transparency and good corporate citizenship. But the reality is rather different. Looking at the evidence for one of the largest recipients of...
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Learning to Manage Global Innovation Projects
by Keeley WilsonAs the trend toward knowledge dispersion grows and intensifies, the opportunities for co-located innovation will recede further in favour of a globally integrated approach. Being able to set up and manage global projects to replicate the benefits of co-location...
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Social entrepreneurs are only too aware of the many opportunities that there are to repair some of society’s major problems. If only they were as aware of the many obstacles that can block their path to implementing the solutions....
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It is only slightly arguable, but many believe that the ability to manage risk is the crucible of a leader’s effectiveness. Failure to manage risk and to develop a risk-focused culture will sink the company and the CEO. Citing...
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How to gain role clarity and lead from any position
by Prasad Kaipa, Navi Radjou, and Sarwath KhizranaTo lead while being clear about one’s role requires a shift from being a smart leader to become a wise leader. Wise leadership involves knowing the limits of smartness. It contextualizes your smartness and helps you act with role...
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Default leadership: How the last century became management’s century
by Ken NasonOnly somewhat arguably, the shift from a firm’s purpose to its performance began in the 1950s, when Robert McNamara, then Ford’s manager of planning and financial analysis, decreed that performance would trump purpose, especially quarterly performance. Consumed by meeting...
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The art of business relationships through social media
by Harold Schroeder“Ah, relationships,” moaned a dejected Alvy Singer (Woody Allen) at the end of the film, Annie Hall, “Who needs them.” The fact is that any business today, whether a sole proprietorship or a multi-national, needs to build relationships. Which...
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by Stephen Bernhut
It has been 12 years since China was admitted to the World Trade Organization, and if you ask Western business leaders what has enabled the country’s rise to become the...
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