Leadership and Change
From Soup to ... Corporate Social Responsibility: Campbell's Efforts to Lead the Way
Since 1869, Campbell Soup Company has transformed tomatoes, celery and carrots, among other ingredients, into mainstays of the American lifestyle. More recently, it has become known for another core competency -- its success in establishing a reputation as one of the most socially responsible companies in the U.S. During a presentation at Wharton, Campbell's Dave Stangis talked about the challenges of building support for corporate social responsibility within one's own company.
How Bottom of the Pyramid Strategies Are Paying Off in the Battle to End Poverty
Poverty alleviation is a crucial theme at the 2009 Festival of Thinkers. Poverty is defined as the "condition of lacking basic human needs such as nutrition, clean water, healthcare, clothing and shelter because of the inability to afford them." The strategy of encouraging companies to generate profits by producing goods and services for consumers at the Bottom of the Pyramid has emerged as an important weapon in the battle to end poverty. Five years after C.K. Prahalad wrote his book, The Fortune at the Bottom of the Pyramid, he explains the impact his ideas have had on companies implementing Bottom of the Pyramid strategies in an interview with Knowledge@Wharton.
Renault-Nissan CEO Carlos Ghosn: 'Now Is the Time for the Electric Car'
The electric car is real. It's here. And before long -- when curbside charging stations become as ubiquitous as parking meters -- it won't seem all that complicated, either. So says a man who has thrown his corporate reputation into the post-gasoline car: Carlos Ghosn, CEO of Renault and Nissan. In a wide-ranging Wharton Leadership Lecture that touched on everything from managing a multicultural conglomerate to pushing for targeted government regulation, Ghosn was at his most optimistic when discussing a future where zero-emissions vehicles are embraced, not out of altruism towards Mother Earth, but because they are good business.
Inside the Bunker: CEO John Mack on Saving Morgan Stanley
During the depths of the global financial meltdown in September 2008, John Mack faced the most critical moment of his tenure as CEO of Morgan Stanley. The investment bank was nearly out of cash, its stock price was plunging into the single digits and Treasury officials were pressuring him to sell the firm to JPMorgan Chase for a price as low as $1. During a recent Wharton Leadership Lecture, Mack offered an insider's take on his battle to preserve thousands of jobs as well as one of the best-known names on Wall Street.
John Thain: It's 'Unfortunate That the American Dream Has Been Demonized'
After he lost his job as CEO of Merrill Lynch following its sale to Bank of America last year, John Thain found himself pilloried by the press for having spent exorbitant sums decorating his Merrill office. During a recent presentation at Wharton, Thain addressed this issue head-on, and then proceeded to offer his opinions as to what caused the crisis, what can be done to prevent it from happening again, and when it will be over -- not just for the financial industry but also for Main Street. One piece of advice: "Relying on the world continuing to look like it used to look is a really bad idea."
Sheikh Nahayan Mabarak Al Nahayan: 'There Is No Substitute for Education if We Want to Have a Better World'
When the United Arab Emirates (UAE) became a nation in the early 1970s, it had neither a formal education system nor a university to call its own. Today, however, with new private and public universities springing up across the emirates, the UAE sees a larger role for itself as a promoter of peace and economic development through education, according to Sheikh Nahayan Mabarak Al Nahayan, the nation's minister of higher education and scientific research. In an interview with Knowledge@Wharton, Sheikh Nahayan discusses various UAE education initiatives, the impact of technology in and outside the classroom, and what he would envision to be an ideal education system.
Six Months into the Job: How Successful Is the President's Leadership Style?
With many of President Obama's key agenda items still unresolved midway through his first year in office, a debate has started to brew over the effectiveness of his leadership strategy and style. Critics say his agenda is too broad and that he is yielding too much authority to Congress. But leadership experts at Wharton suggest that this approach may be necessary, given the multitude of challenges the President inherited when he took the oath of office.
Ten Ways to Judge a President
Corporate leaders in the United States often draw leadership lessons -- good and bad -- from the examples set by American presidents. But in looking to the White House, it's important to recognize that history's take on presidential performance is subject to change, according to presidential historian Richard Norton Smith, who spoke at a recent Wharton Leadership Conference. He offered 10 rules for presidential evaluations that stand the test of time.
The Mindset of a Problem-Finder
In What You Don't Know: How Great Leaders Prevent Problems Before They Happen, author Michael A. Roberto aims to help leaders identify problems before they become major disasters. He discusses why problems go undetected for so long, how to spot patterns across an organization and how to avoid the "isolation trap" that prevents senior executives from seeing problems that are festering beyond their control, among other topics. Roberto, a management professor at Bryant University in Smithfield, R.I., wrote an earlier book entitled, Why Great Leaders Don't Take Yes for an Answer.
BP's Fiona MacLeod: A Change Agent Sees Change 'Addiction'
Fiona MacLeod is a champion of change -- but only when it's done right. Speaking at the recent Wharton Leadership Conference, the president of BP's convenience retail business in the United States and Latin America said change is often designed to "make a big splash," but ultimately fails for lack of clarity and follow-through.
Articles 1 to 10 of 322 More >>
Since 1869, Campbell Soup Company has transformed tomatoes, celery and carrots, among other ingredients, into mainstays of the American lifestyle. More recently, it has become known for another core competency -- its success in establishing a reputation as one of the most socially responsible companies in the U.S. During a presentation at Wharton, Campbell's Dave Stangis talked about the challenges of building support for corporate social responsibility within one's own company.
How Bottom of the Pyramid Strategies Are Paying Off in the Battle to End Poverty
Poverty alleviation is a crucial theme at the 2009 Festival of Thinkers. Poverty is defined as the "condition of lacking basic human needs such as nutrition, clean water, healthcare, clothing and shelter because of the inability to afford them." The strategy of encouraging companies to generate profits by producing goods and services for consumers at the Bottom of the Pyramid has emerged as an important weapon in the battle to end poverty. Five years after C.K. Prahalad wrote his book, The Fortune at the Bottom of the Pyramid, he explains the impact his ideas have had on companies implementing Bottom of the Pyramid strategies in an interview with Knowledge@Wharton.
Renault-Nissan CEO Carlos Ghosn: 'Now Is the Time for the Electric Car'
The electric car is real. It's here. And before long -- when curbside charging stations become as ubiquitous as parking meters -- it won't seem all that complicated, either. So says a man who has thrown his corporate reputation into the post-gasoline car: Carlos Ghosn, CEO of Renault and Nissan. In a wide-ranging Wharton Leadership Lecture that touched on everything from managing a multicultural conglomerate to pushing for targeted government regulation, Ghosn was at his most optimistic when discussing a future where zero-emissions vehicles are embraced, not out of altruism towards Mother Earth, but because they are good business.
Inside the Bunker: CEO John Mack on Saving Morgan Stanley
During the depths of the global financial meltdown in September 2008, John Mack faced the most critical moment of his tenure as CEO of Morgan Stanley. The investment bank was nearly out of cash, its stock price was plunging into the single digits and Treasury officials were pressuring him to sell the firm to JPMorgan Chase for a price as low as $1. During a recent Wharton Leadership Lecture, Mack offered an insider's take on his battle to preserve thousands of jobs as well as one of the best-known names on Wall Street.
John Thain: It's 'Unfortunate That the American Dream Has Been Demonized'
After he lost his job as CEO of Merrill Lynch following its sale to Bank of America last year, John Thain found himself pilloried by the press for having spent exorbitant sums decorating his Merrill office. During a recent presentation at Wharton, Thain addressed this issue head-on, and then proceeded to offer his opinions as to what caused the crisis, what can be done to prevent it from happening again, and when it will be over -- not just for the financial industry but also for Main Street. One piece of advice: "Relying on the world continuing to look like it used to look is a really bad idea."
Sheikh Nahayan Mabarak Al Nahayan: 'There Is No Substitute for Education if We Want to Have a Better World'
When the United Arab Emirates (UAE) became a nation in the early 1970s, it had neither a formal education system nor a university to call its own. Today, however, with new private and public universities springing up across the emirates, the UAE sees a larger role for itself as a promoter of peace and economic development through education, according to Sheikh Nahayan Mabarak Al Nahayan, the nation's minister of higher education and scientific research. In an interview with Knowledge@Wharton, Sheikh Nahayan discusses various UAE education initiatives, the impact of technology in and outside the classroom, and what he would envision to be an ideal education system.
Six Months into the Job: How Successful Is the President's Leadership Style?
With many of President Obama's key agenda items still unresolved midway through his first year in office, a debate has started to brew over the effectiveness of his leadership strategy and style. Critics say his agenda is too broad and that he is yielding too much authority to Congress. But leadership experts at Wharton suggest that this approach may be necessary, given the multitude of challenges the President inherited when he took the oath of office.
Ten Ways to Judge a President
Corporate leaders in the United States often draw leadership lessons -- good and bad -- from the examples set by American presidents. But in looking to the White House, it's important to recognize that history's take on presidential performance is subject to change, according to presidential historian Richard Norton Smith, who spoke at a recent Wharton Leadership Conference. He offered 10 rules for presidential evaluations that stand the test of time.
The Mindset of a Problem-Finder
In What You Don't Know: How Great Leaders Prevent Problems Before They Happen, author Michael A. Roberto aims to help leaders identify problems before they become major disasters. He discusses why problems go undetected for so long, how to spot patterns across an organization and how to avoid the "isolation trap" that prevents senior executives from seeing problems that are festering beyond their control, among other topics. Roberto, a management professor at Bryant University in Smithfield, R.I., wrote an earlier book entitled, Why Great Leaders Don't Take Yes for an Answer.
BP's Fiona MacLeod: A Change Agent Sees Change 'Addiction'
Fiona MacLeod is a champion of change -- but only when it's done right. Speaking at the recent Wharton Leadership Conference, the president of BP's convenience retail business in the United States and Latin America said change is often designed to "make a big splash," but ultimately fails for lack of clarity and follow-through.
Articles 1 to 10 of 322 More >>