Let's not call our wobbly progress from the brink of a global financial meltdown a "recovery." Why? Because we are doomed by our collective mindset to plunge into more financial crises as soon as we recover, says HOW contributor Dov Seidman. The problem is we continue to function according to a 20th-century operating system whose catastrophic bugs have been exposed as critical flaws.
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HOW Online contributor
Google’s threat to withdraw from China, rather than accept censorship, is a breathtaking example of corporate values at work and a landmark moment in the history of corporate responsibility, says HOW contributor Marc Gunther. It’s the boldest statement any U.S. company has ever made about doing business in China. And Google’s get-tough stance with China will be good for its business.
More »Fresh from his appearance with best-selling author and acclaimed New York Times columnist Thomas L. Friedman at the 92nd Street Y in New York City, Dov Seidman writes about why we need to reconnect with sustainable values. The recent event featured a lively conversation between Seidman and Friedman that examined approaches to restoring growth, significance and leadership in the 21st century and explored the urgent need for sustainable rather than situational values today.
More »Trusting relationships drive successful businesses, whether you’re a CEO ... or a suki, says HOW contributor Dov Seidman. While the suki — a favored local market vendor who sees to customers’ needs through thick and thin — may be a social phenomenon unique to the Philippines, there is a larger story here: Good business is the outcome of connections based on values and principles.
More »Everywhere I travel, I hear the same refrains: "We need more regulation," or on the flip side, "If we hadn't deregulated, we wouldn't be in this financial mess." More regulation could be a very good thing, but we shouldn’t rush to regulation without asking whether it’s a list of prohibitive rules or something deeper, something that inspires consistent and right behavior, says HOW contributor Dov Seidman.
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HOW Online contributor
Imagine a company where profits were second to values; where executives were trusted to make deals; and where people were encouraged to have fun. That was how power generation company AES operated — until it all came crashing down, says HOW contributor Marc Gunther. Since then, AES has recovered without crushing its “can-do” spirit and the innovation that made it a success.
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President and CEO, BSR
At the start of 2009, trust in business plummeted from the year before, found the Edelman Trust Barometer. By July, trust levels recovered slightly — but it is far too early to declare victory, says Aron Cramer, president and CEO of BSR. Business now has a chance to write a new chapter and align its interests with those of the public so, together, we can confront the challenges ahead.
More »Lots of explanations have been put forward for the financial meltdown, but in a blog posting at Harvard Business Publishing, management expert Tom Davenport offers up his own explanation: too many jerks in the wrong places, making bad decisions. I believe that collaboration can not only prevent bad decisions but become an engine of growth and innovation, says HOW contributor Dov Seidman.
More »Each week, Jack Welch and his wife, Suzy Welch, answer reader questions and share their views about “winning” on the back page of BusinessWeek. With Jack and Suzy off this week, the publication invited me to submit a column. It is meaningful for me to sit in, and I have taken the opportunity to talk about the role of trust and, specifically, how to extend trust as a business strategy.
More »As a CEO, I'm eager to put the recession to rest, says HOW contributor Dov Seidman. At the same time, how could we not take this opportunity to ask fundamental questions? Now that there are signs of recovery, there's a part of me — and I'm reluctant to admit this — that doesn't want things to get too good too fast. We could use more time to understand what went wrong with our economy.
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