Word: investor
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Dates: during 2000-2009
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...Marie Messier of Vivendi acted like rock stars and paid themselves accordingly, and to the scandals that have enveloped European firms, such as Italy's Parmalat and the Dutch retailer Ahold, which owns a number of U.S. grocery chains. But the change also reflects the influence of American-style investor activism and the growing clout of U.S. pension funds in stock markets across the Continent. "The performance culture has come to Europe," says David Newkirk, a Booz Allen senior vice president...
There's no guarantee, of course, that any or all of these steps will shelter a new CEO from investor wrath or ensure long-term success. Rakesh Khurana, an assistant professor at Harvard Business School, finds it troubling that even after boards fire a CEO, few engage in self-criticism. "It's not clear whether we'll be witnessing any dramatic reconsideration of what went wrong," says Khurana, author of an acclaimed book criticizing the phenomenon of celebrity CEOs, Searching for a Corporate Savior...
...begun long before the attacks and, arguably, ended more quickly because of them. Yet a few adjustments can smooth any terrorism-related market bumps and raise the odds that you will stay invested long term. "Think through the scenarios," says David Darst, chief strategist at Morgan Stanley Individual Investor Group. "People do themselves a disservice to ignore the threat." How to protect your portfolio...
Succession is always a thorny topic, but Li's case is sensitive because of his reputation as a dealmaker whose instincts may be impossible to duplicate. Li is also considered one of Asia's most forward-thinking businessmen. Hutchison Whampoa was an early investor in cell-phone companies such as Voice Stream and Orange, which were sold for huge profits. The company operates mobile-phone networks in Europe, Asia and Australia, though analysts are questioning Li's unprofitable investments in next-generation, or 3G, mobile-phone networks. It has major retail holdings in Europe (Superdrug) and Hong Kong, and also...
...leadership alone. Gardner uses British Petroleum as a prime example: CEO John Browne turned the oil giant around by challenging frontline managers to solve existing problems and giving them time and consultants to create solutions. On the opposite side, Gardner says, John Chambers of Cisco Systems couldn't convince investors that the dotcom boom was the "second industrial revolution" because he didn't keep tabs on business-cycle research. He also didn't acknowledge investor resistance to mind change, the strength of traditional business models. Critically, the book outlines ways to change the most important mind: your...