a stricter, more top-down playbook. by Keeley Wilson and Yves L. Doz 10 Rules for Managing Global Innovation Companies are well aware that hidden in their dispersed, global operations is a treasure trove of ideas and capabilities for innovation. But it’s proving harder than expected to unearth those ideas or exploit those capabilities in global innovation projects. Some of the challenges of global projects are familiar: figuring out the right role for top executives, for example, or finding
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How Sarbanes-Oxley Has Impacted the Auditing Profession Auditing (BME-214024-02-11FA1) Table of Contents Introduction 3 Internal System and Process Collaboration Is Critical For SOX Compliance 3-5 Analyzing SOX by Section to Assess the Impact on Auditors: Section 302 5 Section 404 5-6 Section 409 6-7 Section 802 7 SOXs’ Impact on the Audit Profession 7-8 Conclusion 8-9 References 10 Introduction
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Harvard Business School; Trevor Harris, Morgan Stanley; Aileen Stockburger, Johnson & Johnson; Dino Mauricio, General Electric; Christian Roch, BNP Paribas; Ken Meyers, Siemens Corporation; and Charles Kantor, Lehman Brothers. Moderated by Jeff Greene, Ernst & Young. The Case for Real Options Made Simple 39 Raul Guerrero, Asymmetric Strategy Valuing the Debt Tax Shield 50 Ian Cooper, London Business School, and Kjell G. Nyborg, Norwegian School of Economics and Business Administration
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Harvard Business School Strategy Working Paper Series Working Paper Number: 02-061 Working Paper Date: February 2002 “Airbus vs. Boeing in Super Jumbos: A Case of Failed Preemption” Benjamin Esty (Harvard Business School) Pankaj Ghemawat (Harvard Business School This paper can be downloaded without charge from the Social Science Research Network electronic library at: http://ssrn.com/abstract_id=302452 Airbus vs. Boeing in Superjumbos: A Case of Failed Preemption* August 3, 2001 Rev
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Airbus vs. Boeing in Superjumbos: Credibility and Preemption by Benjamin C. Esty and Pankaj Ghemawat Current Draft: August 3, 2001 Benjamin C. Esty Morgan 381 Harvard Business School Boston, MA 02163 Tel: (617) 495-6159 e-mail: besty@hbs.edu Pankaj Ghemawat Morgan 227 Harvard Business School Boston, MA 02163 Tel: (617) 495-6270 e-mail: pghemawat@hbs.edu Acknowledgements: We would like to thank Ed Greenslet and The Airline Monitor for providing data on and insights about the commercial
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Advantages and Disadvantages of Collaboration in the Workplace Teams and groups exist in all levels of industries and organizations. Groups can be small or large, local or remote, coached or self-directed. Teams are found at all levels of business, from a multi-billion dollar corporation that builds jets to a small waterpark employing lifeguards and clerks. Successful teams need some form of leadership, good communication, problem-solving skills, and a purpose. Successful groups can achieve tremendous
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alignment adaptation and transformation. II. CONTEXT – Mulally has worked for two companies in his professional career. – First was Boeing, which hired him as an engineer in 1969. After nearly 30 years Mulally was made president of the company's Commercial Airplanes division and 3yrs later CEO of that division. – At Boeing, Mulally ran the team that created the company's first all-glass cockpit, with no traditional dials, and implemented a host of other technological advancements
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The Boeing Company 2010 Annual Report At Boeing, we aspire to be the strongest, best and best-integrated aerospace-based company in the world — for today and tomorrow. The Boeing Company Boeing is the world’s largest aerospace company and leading manufacturer of commercial airplanes and defense, space and security systems. A top U.S. exporter, the company supports airlines and U.S. and allied government customers in more than 90 countries. Our products and tailored services include commercial
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five-fold increase in the number of aircraft operated. The largest and most popular airline in Mumbai India is Jet Airways started in 1993. Naresh Goyal (both founder and owner) still owns eighty percent of the company, and oversees all aspects of the business. This paper reviews one of the airlines, jet airways, strategic evaluation process to select the next corrective action for the airlines and also the impact on overall aviation industry. How to do a strategic evaluation? Strategic Evaluation
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Current Market Outlook 2013 –2032 Current Market Outlook 2013 –2032 Outlook on a Page World regions Market growth rates 2012 to 2032 World economy (GDP) World regions Market value: $4,840 billion Share of fleet Delivery units 9% 13% 2% 6% 3.2% 100% 75% Number of airline passengers 4.1% 50% 25% Airline traffic (RPK) 5.0% 70% 0% 2012 Airplanes 20,310 2032 Airplanes 41,240 2013 to 2032 New airplanes 35,280 Cargo traffic (RTK) 5.0% • Regional jets •
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