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- Why the SEC failed to catch Madoff
Bernard Madoff may have been able to perpetuate one of the largest frauds in history by playing two business roles. The Securities and Exchange Commission knew him as someone who helped create Nasdaq and an expert on electronic trading. "Bernie had a good reputation at the SEC with a lot of highly placed people as an innovator as somebody who speaks his mind and knows what's going on in the industry," says Donald Langevoort, who served with Madoff on an SEC advisory committee. Meanwhile, Madoff was running a separate investment business on the fringes of regulation. The Washington Post
(12/16)      
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- When a corporate elephant marries a high-minded mouse
What happens to all that virtue when an idealistic company like Ben & Jerry's is swallowed up by a conglomerate like Unilever? Harvard Business School research suggests such purchases can create both economic and social benefits. The researchers examined the Ben & Jerry's deal, Colgate's purchase of Tom's of Maine and Danone's acquisition of Stonyfield Farm Yogurt. At their best, the conglomerates give the smaller companies plenty of autonomy to preserve their social technology, the working paper finds. HBS Working Knowledge
(12/15)
- Rebranding luxury for austere times
Georg Jensen, the Danish silverware company, has chosen a new luxury branding model for the recession. It has remodeled its stores to evoke the warmth of home rather than museum-like sophistication. It is also showcasing other brands -- such as Royal Copenhagen and Bang & Olufsen -- not to sell them but to depict a lifestyle.
"It's creative retailing at a time when everyone needs to be as creative as possible," says one trend analyst. Financial Times (free content)
(12/14)
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 | What are the most pressing leadership concerns facing business leaders today? COLE's 1st Annual Executive Leadership Survey highlights innovation, internal organizational growth, quality improvement of leadership talent, and development of the next generation of leaders as the top four leadership challenges. For complete results, click here. |
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- How CEOs flop with Wall Street analysts
CEO character matters in how analysts size up a company, so don't damage your credibility by blacklisting an appraiser for a bad rating, advises investment analyst Stephen McClellan. Among his other CEO don'ts: Bad-mouthing rivals, flamboyant attire and lavish living. Chief Executive
(12/2008)
- The evolution of leadership
A new article on leadership and evolution contends that leaders in the groups that we evolved from led small face to face groups. Stanford Management Professor Bob Sutton says that "may help explain why leaders of large organizations fail so often -- it isn't something that humans as a species have much experience doing." Sutton also notes that experts on evolution of leadership contend that early leaders rose to power because they could meet the needs of followers rather than through bullying. Bob Sutton's Work Matters blog
(12/13)
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 | The Business Case for Business Mashups: Help Your Organization Automate, Coordinate & Collaborate
Business Mashups drive business productivity by automating and coordinating collaboration across people and systems. But how do you justify the investment? How do you explain the power of Business Mashups to others in your organization? Click here to watch the free on-demand webinar. |
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| Innovation and Creativity |
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- Crowdsource your toughest problems
 "Open innovation" has helped corporations solve thorny research puzzles without huge R&D expenditures. Now nonprofit organizations are using prize-based innovation, too. The CEO of InnoCentive, an innovation marketplace, says participants solve about 40% of the problems posted on his network. FastCompany.com/Fast Talk blog
(12/15)
- Humor money can't buy
When Best Buy set out to increase 401(k) participation, it invited its employees to enter a video contest for home-made videos that would motivate enrollment. Enrollment climbed 30%, and the company scored points for employee engagement. The winning video displays a homemade hilarity no paid consultant would have imagined.  HR Marketer Blog
(12/8)
 | It's simplistic to look back and say that this was the SEC's fault. ... A very skillful criminal can almost always outfox the regulator or the overseer."
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