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Global Rebalancing 2.0

By Linda Lim & Ronald U. Mendoza

The discussion on global rebalancing is at a crossroad, and much of what will shape policy options moving forward will have to be taken-up in roundtables that include more countries than the two usual suspects: China and the United States. At its core, the global economic imbalance is an artifact of an uneven development pattern, whereby one country consumes excessively while the other feeds that consumption. A more orderly and sustained global rebalancing is likely synonymous with a more inclusive development pattern across countries, where consumption, investment and production are more evenly promoted across more countries. True “global rebalancing” will take place if more countries, and larger segments of their respective populations, are able to achieve higher standards of living. In this article, we map out some of the main messages for policymakers to achieve this.

The Impact of the Arab Spring on the Energy Sector: Opportunities and Risks

By Gawdat Bahgat

In the late 2012 the Arab World looks very different from what it was just two years ago. The presidents of Tunisia, Libya, Egypt and Yemen, who ruled their respective countries for decades, had been toppled. In Syria, tens of thousands of people had been killed in what is increasingly becoming a civil war between the rebels and the Assad regime. In Bahrain, the majority Shiites have sought to reform the regime and gain political and economic rights. Other Arab countries such as Morocco, Algeria, Jordan and the Arab states on the Persian Gulf have pursued different strategies to contain opposition.

Cultural Fitness for Business Process Management: What is it and what is it worth?

By Theresa Schmiedel, Jan vom Brocke & Jan Recker

While business process management (BPM) is often associated with large investments in IT systems and process analysis projects, the success of BPM initiatives largely depends on the cultural readiness of organizations for process management. In this article, we introduce a model that helps to understand the role of culture in managing business processes and to take the right investments into the development of organizational culture. For that purpose, we also describe an assessment tool that allows examining the supportiveness of an organizational culture for BPM initiatives. We show how the results of such an assessment help organizations to determine in which areas of a corporation investments in cultural change can be most beneficial.

How Corporations Co-Opt Compassion: Compliance, Cause-Related Marketing, and Corporate Social Responsibility

By Mara Einstein

Cause marketing has become the go-to strategy for companies that want to engender consumer loyalty while differentiating themselves from the competition. While these campaigns raise some funding and help to increase awareness of important social issues, they are not as positive as they market themselves to be. Alternatively, social innovation—a strategy that embeds “doing good” into the workings of a corporation—is recommended as a means to increase social good while delivering ROI.

Century Champions

By Christian Stadler

The obsession with quarterly earnings and the inability to learn from the past are probably the two most dangerous trends in finance today. In a study of firms which survive the Great Depression, two World Wars, the Oil Crisis, and the recent Financial Crisis I offer five big ideas how firms can succeed in the long run. It is a story of intelligent conservatism that emphasises the efficient use of resources and a cautious approach towards change.

What the End of Cheap China Means for the Rest of the World

By Shaun Rein

As a new superpower, China will likely provide a helping hand whenever possible by taking a greater role in international organizations like the International Monetary Fund and the United Nations, but it will be a very different superpower than the United States has been. Unlike America, it is doubtful that China will try to save the global economy or become the world’s policeman. Instead, it will let other nations spend money doing these costly and painstaking things, while they seek out the business opportunities that these actions might produce.

Paisa Vasool: How to Captivate the Newly Affluent in China and India

By Michael J. Silverstein, Abheek Singhi, Carol Liao & David Michael

How an innovative business strategy, first developed in India’s market stalls and street bazaars, is starting to spread from East to West as companies search for ways to deliver value for money in an era of austerity. It is an idea driven by the consumer’s search for value and exposure to higher-quality goods—and a global consumer view that there is a need to acquire the best goods at lower prices.

Jugaad Innovation: Think Frugal, Be Flexible, Generate Breakthrough Growth

By Navi Radjou, Jaideep Prabhu & Simone Ahuja

Jugaad is a Hindi word that roughly translates as “overcoming harsh constraints by improvising an effective solution using limited resources”. Jugaad innovation is a powerful approach to innovation that is most active in emerging markets such as India. It has the benefits of being frugal, i.e. enabling innovators to do more with less. Further, it is flexible, supporting improvisation and iteration, and it is inclusive or democratic, bringing in the knowledge of diverse swaths of customers and employees alike while addressing the needs of previously marginalized consumers. Similar to frugal innovation, we found through our research that jugaad innovation is becoming increasingly active in the West, where it complements the structured approach to innovation to deliver the agility, speed and efficiency that is so crucial in today’s complex economic environment.

Leadership By Example: The Ten Key Principles of All Great Leaders

By Sanjiv Chopra & David Fisher

If I ask you to conjure up images of exemplary leaders and great leadership moments, from the pages of history or from contemporary times, who comes to mind?

The Mindful Manager

By Peter Lenney

“Management is, above all, a practice where art, science, and craft meet.” This statement, from Henry Mintzberg, encapsulates the premise behind being a ‘mindful manager’ – a phrase which is gaining popular currency, but one that has been the focus of the MBA programme at Lancaster University Management School, since 2006.

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