Don't let this crisis go to waste! Simple rules for complex times Indian power Can the financial system be fixed? What's the value of online strategy? How does consumer behaviour differ in the downturn? Can marketing help sustain competitive advantage during a recession? Do consumer brand preferences change in a downturn? Four steps to protect your business and grow during a downturn Is globalisation falling apart? What will winning organisations look like in 18 months' time? What performance indicators become prevalent in a recession? Fixing the financial system Leadership in tough times Investing when times are difficult How should business decision-makers prepare for the upturn? Is the slowdown an opportunity for leaders to get ahead and increase the gap? Leadership in the current climate A crisis of trust: the leadership challenge How to deal with the upturn when it comes
Understanding industry architecture (especially in financial services) can help us to understand both the causes of and remedy for our malaise, argues Michael G Jacobides, Associate Professor of Strategic and International Management
During a recession many companies scale back their marketing, so those who don't are at a distinct advantage. This is because the amount that they spend will be carried further, says Dan Goldstein, Assistant Professor of Marketing
Nirmalya Kumar, Professor of Marketing, shares the essence of what he learned from 10 trips to India to interview more than 30 CEOs and top executives who are unleashing the new global power of Indian firms
Ebenezer Essoka, CEO Standard Chartered Bank South Africa, discusses if the financial system can be fixed
Ebenezer Essoka, CEO Standard Chartered Bank South Africa, discusses the importance of an online strategy, particularly during a downturn
Ebenezer Essoka, CEO Standard Chartered Bank South Africa, looks at how consumers behave during a downturn
Jean-Christophe Bedos, CEO of Boucheron, looks at how brands can achieve a competitive advantage through their marketing activity
Jean-Christophe Bedos, CEO of Boucheron, discusses why consumers change their brand preferences during a recession
Dr. Gita Piramal, Chairman of Ergo, gives a guide to the four steps needed to protect and grow your business in the downturn
Helene Rey, London Business School Chaired Professor of Economics, looks at the drop in international transactions and examines whether international trade flows and international financial flows point towards a collapse of globalisation
Kishore Mahbubani, Dean, Lee Kuan Yew School of Public Policy at National University of Singapore discusses the attributes of winning organisations
Kishore Mahbubani, Dean, Lee Kuan Yew School of Public Policy at National University of Singapore talks about survival as the most important indicator
Julian Franks, Professor of Finance at London Business School, discusses why we can not wait to fix the financial system, despite not fully understanding the origins of the crisis
Juan Pablo de Alba, Director General, Easyfairs Columbia, looks at what leaders can learn from difficult times with particular reference to how Columbian leaders coped in 1999
Jeremy Asher, Chairman of Agile Energy, argues that survival is the main priority during these times but that great disruptions can also bring great opportunities
Kishore Mahbubani, Dean, Lee Kuan Yew School of Public Policy at National University of Singapore, discusses the best way for decision-makers to prepare their business for the upturn
Kishore Mahbubani, Dean, Lee Kuan Yew School of Public Policy at National University of Singapore looks at how a recession tests individuals and idenitifies those who have a resilience to overcome difficult times
John Rothenberg, SVP, Investor Relations and Head of M and A at Unilever UK, discusses the role of leadership in uncertain times
Richard Edelman, President and CEO of Edelman, gives his insights on how businesses have lost reputational ground in 2008 ad a crisis of confidence in CEOs
Richard Punt, Managing Partner of Strategy at Deloitte, discusses how managers can best prepare their organisation for the upturn
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