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Sitting front and center in a black suit and black shirt is tonight's ringmaster: Bruno Sälzer, 50, chairman and CEO of a company founded in 1923 not far from this field. Back then, it was a small sewing outfit helmed by a guy called Hugo Boss. Today Hugo Boss AG has a retail value of $6.5 billion and?for 2006, the year of the most recent declared figures?net sales of $1.97 billion with a net profit of $170 million. It also has 9,385 full-time employees, not to mention those working for subsidiaries around the world...
...place similar regulations, so the question could be asked, why not the rest of Harvard? The difference lies in the mission of the each school: The rest of the schools of the University are not specifically health-care driven and ought not implement seemingly paternalistic policies simply to follow suit. That being said, the sizable body of evidence supporting the deleterious effects of cigarettes will hopefully encourage individual Harvard students, faculty, and administrators to voluntarily quit smoking. Unlike doctors, we do not have a professional responsibility to live healthily, but, as informed citizens, we should consciously work to be healthy...
...perfect analogy for the last few years of the dollar's strength against Japanese currency. Now, however, the yen is sinking to the bottom of the glass as the dollar has becomes featherweight. On Thursday it slipped to 99.7 yen, the lowest it has been since November 1995. Following suit on Friday, Tokyo stocks plummeted to their lowest levels since August 2005. Just a few months ago, the rate was 113 to the dollar...
...expect a corner-office comeback. He says his distance from the C-suite is just as important as having occupied it. "A CEO knows his industry, so he is sick of seeing investment-banking teams come in and tell him he needs to buy a competitor he knows better than any of them," says Messier--a dapper suit and ready smile being his only holdovers from Vivendi days. "I've been on both sides: the advisory and the entrepreneurial side. I know what you feel and what you ask yourself before you make a major strategic move. And I know...
Emerging from the driver's seat of a new Nissan GT-R at the Tokyo Motor Show last fall, CEO Carlos Ghosn flashed a wry grin and a custom-made Louis Vuitton suit. Ghosn's sharp look--a departure from his usual boardroom standard issue--suggested a calculated step up for Japan's No. 3 automaker. The GT-R--part luxury vehicle, part sports car--is Nissan's bid to compete head on with Ferrari and Porsche. For a company that has built its brand on the 3.6 million reliable midrange vehicles it produces every year, that is no small...