We drive faster, more effective decision making for more than 120,000 business professionals worldwide. Leading corporations and not-for-profit organizations look to us for performance-sharpening guidance across all major disciplines and areas of business.
Why Risk Models Fail to Identify “Black Swan" Scenarios
The New York Times, 2 January 2009
With the world changing around them, many firms have tried to devise increasingly sophisticated risk models. But the most popular model, Value at Risk, has been historically poor at signaling market-level failures such as the twin financial crises in Asia and Russia in 1998 and the global liquidity crisis of 2008.
Warren Buffett Looks Past Losses to a Brighter Future
Bloomberg, 2 January 2009
Berkshire Hathaway Inc. lost 32% in 2008, its worst performance since 1987, as market losses drove down the value of the firm’s investments. Yet Berkshire has acquired more companies in the past year than in 2007 and has expanded equity holdings and derivative bets, and CEO Warren Buffett remains upbeat.
In the midst of unprecedented financial times, the exchange of trusted and timely guidance matters more than ever before. Members of the Corporate Executive Board belong to the most powerful executive network in the world, a network that allows us to provide you with visibility into the best, proven ideas that have been formed by real practitioners, and tested by their experience.
Over the past several weeks, we’ve tapped into that collective experience and reviewed thousands of 2009 operating plans from a cross-section of executive teams. In testing their thinking against our strategic research archives and on objective micro-economic lens, we looked for instances where common assumptions and conventional wisdom might lead them to make poor decisions:
We sought out blind spots on company radar screens that undermine their performance. We have found five imperatives we believe every company must consider when reviewing and revising their 2009 plans and a set of “to do’s” for each imperative which have proven time and again to distinguish the winners from the losers. Over 10,000 executives from 3,000 companies signed up to attend our teleconference on December 3 to explore these imperatives.
Reduce Cost of Goods Sold and Capital Use, not General & Administrative Spending
Elevate, consolidate, and protect innovation funding
Reenvision your value chain as a capital and pricing chain
Embrace, don’t eradicate, the right risk exposures
Use today’s crisis to court & cultivate tomorrow’s winners
Click below to access the insights, tools and teleconference replays that will help you and your teams win in 2009.
Executive Guidance for 2009
Information and resources to make the wisest possible decisions as you review and revise FY 09 plans
Responding to the
Credit Market Crisis
Six ways the current capital market crisis should change the drivers of your short and medium term operating plans
CEO, Tom Monahan Interviewed
on CNBC's Squawk on the Street
Our Chairman and CEO, Tom Monahan, was featured on CNBC's Squawk on the Street to discuss what the best businesses must do differently in 2009 to thrive and survive.
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Obtain a copy/copies for your team. Please email our Member Services department here.
Hear how each corporate functional area is responding to the Financial Crisis.
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