The United States and other nations are facing large-scale risks at an accelerating rhythm. In 2005, three major hurricanes--Katrina, Rita, and Wilma--made landfall along the U.S. Gulf Coast within a six-week period. The damage caused by these storms led to insurance reimbursements and federal disaster relief of more than $180 billion--a record sum. Today we are more vulnerable to catastrophic losses because of the increasing concentration of population and activities in high-risk coastal regions of the country.
In today’s globalized economy, firms often consider offshoring when confronted by rising costs and fierce competition. One mode of offshoring has continued to grow despite the current global economic turmoil: the captive center. Captive centers are offshore subsidiaries or branch offices that provide the parent company with services, usually in the form of back-office activities. In Offshoring Strategies, Ilan Oshri examines the evolution of the captive center.
How can you know when someone is bluffing? Paying attention? Genuinely interested? The answer, writes Alex Pentland in Honest Signals, is that subtle patterns in how we interact with other people reveal our attitudes toward them. These unconscious social signals are not just a back channel or a complement to our conscious language; they form a separate communication network. Biologically based “honest signaling,” evolved from ancient primate signaling mechanisms, offers an unmatched window into our intentions, goals, and values.
No company of the twentieth century achieved greater success and engendered more admiration, respect, envy, fear, and hatred than IBM. Building IBM tells the story of that company—how it was formed, how it grew, and how it shaped and dominated the information processing industry. Emerson Pugh presents substantial new material about the company in the period before 1945 as well as a new interpretation of the postwar era.
Software platforms are the invisible engines that have created, touched, or transformed nearly every major industry for the past quarter century. They power everything from mobile phones and automobile navigation systems to search engines and web portals. They have been the source of enormous value to consumers and helped some entrepreneurs build great fortunes. And they are likely to drive change that will dwarf the business and technology revolution we have seen to this point.
What happens when fire strikes the manufacturing plant of the sole supplier for the brake pressure valve used in every Toyota? When a hurricane shuts down production at a Unilever plant? When Dell and Apple chip manufacturers in Taiwan take weeks to recover from an earthquake? When the U.S. Pacific ports are shut down during the Christmas rush? When terrorists strike?
Many American families have not prospered in the new "knowledge economy." The layoffs, restructurings, and wage and benefit cuts that have followed the short-lived boom of the 1990s threaten our deeply held values of justice, fairness, family, and work. These values—and not those superficial ones political pollsters ask about—are the foundation of the American dream of good jobs, fair pay, and opportunities for all.
Since the late 1990s, technology markets have declined dramatically. Responding to the changing business climate, companies use strategies of open innovation: acquiring technologies from outside, marketing their technologies to other companies, and outsourcing manufacturing. But open innovation is not enough; it is mainly a way to run a business to its endgame. By itself, open innovation results in razor-thin profits from products that compete as commodities. Businesses also need a path to renewal. No one ever achieved a breakthrough with open innovation.
As the auto industry moves into its second century, it suffers from low margins and a sclerotic value chain that cannot evolve with customer desires. Inventories of many weeks pile up on dealer lots and at distribution centers around the world while executives applaud marginal improvements in factory efficiency.