By Insead Knowledge
How scientific evidence beats gut feelings when it comes to making better decisions for your company.
How does a manager know which of two potential decisions will be most conducive to achieving her goals? As firms seek innovative ways to gain an edge, leaders are faced with tough, often expensive decisions, over which new program or policy, to introduce. A new incentive system? A new marketing approach? Not being able to go down two roads at once, the choice they make will have a significant impact on the success of their corporation into the future. Given that choices are costly, wouldn’t it be great to experiment with programs, and have a clear sense of not just the costs but also the benefits of each, before committing to one?
By Insead Knowledge
Talent is moving around the world faster than ever before. Countries that remain open to it are building a competitive edge.
By Mckinsey & Co
The leaders of Anaplan, Jive Software, and Synopsys discuss their experiences growing their companies while managing the challenges that accompany rapid expansion.
By Harvard Business review
When we hear about unethical executives whose careers and companies have gone down in flames, it’s sadly unsurprising. Hubris and greed have a way of catching up with people, who then lose the power and wealth they’ve so fervently pursued. But is the opposite also true? Do highly principled leaders and their organizations perform especially well?
By McKinsey Quarterly
Good managers—even great ones—can make spectacularly bad choices. Some of them result from bad luck or poor timing, but a large body of research suggests that many are caused by cognitive and behavioral biases. While techniques to “debias” decision making do exist, it’s often difficult for executives, whose own biases may be part of the problem, to know when they are worth applying. In this article, we propose a simple, checklist-based approach that can help flag times when the decision-making process may have gone awry and interventions are necessary. Our early research, which we explain later, suggests that is the case roughly 75 percent of the time.
Whereas corporate governance is widely regulated, accepted and implemented in the most developed western countries (Europe, North America, Australia), the practice in the MENA region is still in its beginnings. However, interest in adopting sound corporate governance systems is increasing in the Middle East. A survey we conducted recently indicates that 75% of respondents believe that corporate governance is either a necessity or even of vital importance to their company, or that it would contribute to improving their companies’ performance; specifically they believe corporate governance would improve the following: Strategy Development (57%), Proper Accountability (55%), Better control (55%), Bring more and wider expertise to decision-making (41%); other improvements cited by over 20% of respondents were: Talent and Leadership Development, Smooth Succession at Top Management, and Fewer Conflicts among different stakeholders.
To read the full presentation and NECG's Corporate Governance Survey results, Please download the attached PDF file.