Back in the carefree days before 2007, companies looked at growth as their major challenge. In those days, obtaining a 15% increase on yearly growth seemed to be the most important thing for them to achieve, to keep their stockholders happy. Since then, with the collapse of firms such as Bear Stearns and Lehman Brothers, survival has become the key element to business. In Reorganize for Resilience, Ranjay Gulati shows some of the things that resilient companies do, both in good times and in bad, to ensure that they don’t end up being a case study on what companies shouldn’t have done.
A colleague of mine recently set up a fascinating course, entitled “Global Work,” which brings together students from Grenoble EM and Stanford University. Working over a period of two months, Professor Grégoire Croidieu and his colleagues in California have brought a group of nearly forty students, half from each institution, to work together with the objective of understanding how global teams can work effectively at a distance.
The Halo Effect gives an excellent insight in to how we make judgments about people, organizations and strategy. It is a must read for any manager or strategy student.
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