Fear can shut down any stage of the entrepreneurial process, however, unfounded apprehension or the opinions of others should not be allowed to drown a business idea before it’s been researched.
A new study conducted at the business schools of Duke, Vanderbilt and Harvard's universities have found that CEO-led firms do better than firms that have founders as their CEOs.
Whilst fundraising is challenging for most entrepreneurs, and building a company is hard for all, it can be more so for women. Overcoming implicit bias and breaking into predominantly male venture networks adds to the battle.
What makes a CEO effective? The question has been studied extensively. Yet we still know fairly little about how CEOs behave day-to-day and how their behavior relates to the success or failure of the companies they run.
Mirjam van Praag and Joeri Sol conducted research using a database with information on adopted children. What were their findings? Entrepreneurship is primarily learned from role models: fathers to sons and mothers to daughters.
NGOs and commercial firms often form partnerships. What is it that drives these alliances and who really benefits? Olivier Chatain and Elena Plaksenkova created a theoretical model to understand these collaborations better. They find that NGOs make trade-offs, and commercial firms are often disappointed with the outcomes.
What is it like on their way to the top for the women who make up 9% of CEOs or managing directors globally? According to these women, their success has a lot to do with the way they manage themselves, balancing expectation and demand to reach acceptance.
A poor England performance in the FIFA World Cup may not only depress fans, it may also depress the stock market. Alex Edmans, Professor of Finance at London Business School, said a loss by the England national football team in the Russian tournament had the potential to wipe £12 billion off the England stock market.
Hiring the right people is critical for companies to reduce employee attrition and enhance returns from human resources. Companies commonly use two broad strategies to hire — either ‘build’, i.e., recruit novices, or ‘buy’, i.e., hire experienced workers from competitors. Based on his research, ISB Professor Amit Chauradia suggests conditions under which the company can maximise economic benefits from either of the two strategies.
Operating surpluses at Executive Education in 2017 were a primary source of funding for faculty research. In short, the School believes that the success of its economic model starts with the value of the faculty’s scholarship and the School’s ability to translate this value into income for operations, which is then reinvested in future intellectual capital creation.
This study is a culmination of almost a year-long research effort comprising 120 in-depth interviews with global CXOs – both Asian leaders in regional or global roles, and non-Asian leaders with considerable exposure to Asia.
Asia is the new centre of the world! The past two decades have witnessed an unprecedented shift of global economic growth from West to East. This is driven by two critical factors.
It’s that time of year when the majority of business school rankings, old and new, have rolled out and begun to make headlines. But before consulting these rankings for such an important decision about your future, you might want to consider some of the things we believe they are lacking—and other aspects to consider what might be the best business school for you, such as the right type of program for your intended career, how important geography is in your decision, and whether rankings factors align with what’s important to you and your future.
Innovation is a popular business buzzword. Online dictionary Merriam Webster named it among its top 10 “Word of the Year” finalists in 2014 after seeing a 30% year-on-year surge in look-ups for the word. Among 1,379 CEOs around the world who participated in PwC’s 2017 CEO Survey, nearly a quarter named innovation as a top priority for their company. Yet though companies clearly understand the importance of innovation, it remains challenging to get employees to innovate.
In a study of content marketing in business-to-business companies, the researchers found that digital offerings, such as webinars, white papers, and branded blogs are valuable tools that result in more leads and, ultimately, more sales than in-person content-marketing events, such as conferences, workshops, and roundtable discussions.
The University of Oxford has added extra time to maths and computer science exams because female students aren't performing as well as their male counterparts.
We all spend a lot of time worrying about personal finances. It is distracting and stressful. Much of this time spent worrying is while we are at work; as many as 13 hours per month for the average employee, according to Mercer’s Inside Employees’ Minds research.
India is changing and so is the business environment in the country. From a country with few large local enterprises supported by the government and select few multi-nationals till a few decades ago, India has emerged as a country on an ‘overdrive’ – fast-paced growth, inflow of foreign investments, strong and sure industry ‘footprints,’ enabling business environment, ambitious aspirations by local organizations, and a hectic entrepreneurial activity. This has put the spotlight on the most critical resource – talent. When you ask Indian CEOs to list their biggest challenges, ‘developing future-ready talent’ almost always shows up in the top three.
Job training is time-consuming and inconsistent, especially in the field. New software could save companies time and money while standardizing training.
Desktop workers have plenty of technology at their fingertips — Microsoft Excel spreadsheets, Google documents — to quickly capture, transfer, and distribute knowledge.
Information technology is reshaping relationships between companies and customers, bringing benefits to both. But the unfettered use of this technology can erode customer care. For a company to care for clients effectively, both its managers and front-line employees must listen empathetically to what they have to say. Unfortunately, a rash of “innovations” aimed primarily at reducing costs has made many companies opaque to their customers who are, as a consequence, inadequately served and increasingly frustrated.
The majority of all scale-ups in Belgium today were founded by a team, usually composed of two people who know one another well. Often, they hold a C-level position in which the directorship of the company is shared between the two. Their remuneration consists primarily of shares and cash, with shares as the primary form of remuneration, particularly in the first few years.