Making Mergers Work — MIT Sloan Management Review
Executives too often overlook the vital question of identity when seeking synergies from mergers and acquisitions.
The “Benefit Corporation” Movement — MIT Sloan Management Review
There’s a young movement underway that takes a new twist on efforts toward corporate social responsibility and sustainability: it’s a push to get companies to incorporate as something called “benefit corporations.”
Leadership and the art of plate spinning — McKinsey Quarterly
I often ask business leaders three simple questions. What are your company’s ten most exciting value-creation opportunities? Who are your ten best people? How many of your ten best people are working on your ten most exciting opportunities? It’s a rough and ready exercise, to be sure. But the answer to the last question—typically, no more than six—is usually expressed with ill-disguised frustration that demonstrates how difficult it is for senior executives to achieve organizational alignment.
First See If People Want What You’re Building — Wall Street Journal
Most startup businesses fail to create a product that people want. You will likely have tried, tested and found that a few of your promising ideas failed quickly. If you didn’t, then you are either exceedingly lucky, or more likely, not being rigorous enough with your testing. A startup is a search for a product that people will pay you for, in scale. Before you write up your results, do an honest search.
A Minimum Tax for the Wealthy — New York Times
SUPPOSE that an investor you admire and trust comes to you with an investment idea. “This is a good one,” he says enthusiastically. “I’m in it, and I think you should be, too.”
Would your reply possibly be this? “Well, it all depends on what my tax rate will be on the gain you’re saying we’re going to make. If the taxes are too high, I would rather leave the money in my savings account, earning a quarter of 1 percent.” Only in Grover Norquist’s imagination does such a response exist.