Books > Business & Economics > Business & management
|
Buy Now
Why Some Firms Thrive While Others Fail - Governance and Management Lessons from the Crisis (Hardcover)
Loot Price: R1,855
Discovery Miles 18 550
|
|
Why Some Firms Thrive While Others Fail - Governance and Management Lessons from the Crisis (Hardcover)
Expected to ship within 12 - 17 working days
|
Why did some firms weather the financial crisis and others not?
This book builds on the author's interviews and access to internal
documents from over a dozen major financial companies, investigates
their workings, reveals what went wrong and discovers a remedy. A
critical difference between successful and unsuccessful firms is a
culture that encourages respectful challenge, what the book calls
"constructive dialogue. " At successful firms top management
engaged in constructive dialogue with the board, a strong
management team, and the chief risk officer, among others, in
making a decision; firms that failed often featured overbearing (or
distracted) CEOs or unit heads, supine boards, incapable
management, ineffective risk officers, and poor communications both
across silos and up the hierarchy. They often lacked ability to
manage the firm as an integrated organization. Companies need good
management, and not only good risk management, to stay out of
trouble. Successful companies operated with strong information
systems and a culture of good communications that brought issues
promptly to top management so the company could adjust its
operations accordingly. Successful managers had discipline to ask
simple questions and pursue answers until they understood the
risk-reward tradeoffs in their activities. Regulators too made
mistakes. They didn't feel empowered to rein in companies that - at
least before the crisis - seemed so profitable. Instead of waiting
for a company to take losses, the book recommends that they use
"constructive dialogue " as a test of good management and that
supervisors require evidence that major business decisions result
from a robust process rather than merely the will of a powerful CEO
or heads of revenue-producing units. Companies in turn should use
their regulator as a potential source of useful feedback. The book
concludes by looking at major firms in other industries and finds
that its conclusions apply to these companies too.
General
Is the information for this product incomplete, wrong or inappropriate?
Let us know about it.
Does this product have an incorrect or missing image?
Send us a new image.
Is this product missing categories?
Add more categories.
Review This Product
No reviews yet - be the first to create one!
|
|
Email address subscribed successfully.
A activation email has been sent to you.
Please click the link in that email to activate your subscription.