Informal Learning Flow is a content hub started by Jay Cross that collects and organizes the best information on the web around informal learning. We hope this will help you find good stuff, learn and stay current.

18 Articles match "downturn","outsourcing"

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The Best Way to Measure Company Performance
Excessive debt leverage becomes a significant albatross for a company when market demand for its products heads south, as many companies discovered during the current economic downturn. If underlying profitability continues to deteriorate, more stock buybacks or debt leverage will be necessary to maintain return on equity, further increasing company exposure to unanticipated downturns in consumer demand or financial market crises. Most Wall Street analysts and investors tend to focus on return on equity as their primary measure of company performance. Many executives focus heavily on
HarvardBusiness.org - Thursday, March 4, 2010
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India is morphing into a global R&D hub, but can it ever take on Silicon Valley?
Indian companies that started out doing call center and low-level IT work have climbed the value chain to become outsourced providers of critical R&D in sophisticated areas such as semiconductor design, aerospace, automotive, network equipment and medical devices. The economic downturn hit the U.S. When Americans think of the Indian technology sector, they still perceive a nation of call center workers and low-level computer programmers administering databases and updating websites. But while the West was sleeping, Indian IT morphed into a giant R&D machine.
TechCrunch - Saturday, November 14, 2009
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Can We Break the Tyranny of Quarterly Results?
is Outsourcing Away Its Competitive Edge David B. Hayes: Global Outsourcing Is High Tech's Subprime Mortgage Fiasco Andy Rappaport: Outsourcing Isn't a Problem for Silicon Valley But Is for Detroit Willy C. Patterson: Scientists and Engineers on Boards Will Keep Focus on the Long Term Andy Rappaport: Outsourcing: The Culprit Is Capitalism, Not Wall Street Bob Pozen: Can We Break the Tyranny of Quarterly Results? If we want corporate America to avoid short-termism, we need to help free portfolio managers and company executives from the tyranny of quarterly results.
HarvardBusiness.org - Tuesday, October 27, 2009
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  • A Downturn Caution: Be Careful What You Cut
    It also improves the productivity and effectiveness of support functions, which in turn helps boost the performance of a company's front line--a powerful advantage in a downturn. Restructuring usually involves consolidation or outsourcing. Click here to read our first Winning in Turbulence post, What Does the Downturn Mean for My Business and How Will I Get Through It? By Hernan Saenz and Darrell Rigby Preserving the G&A That Really Fuels Revenue
    HarvardBusiness.org - Wednesday, January 14, 2009
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  • The Best Way to Measure Company Performance
    Excessive debt leverage becomes a significant albatross for a company when market demand for its products heads south, as many companies discovered during the current economic downturn. If underlying profitability continues to deteriorate, more stock buybacks or debt leverage will be necessary to maintain return on equity, further increasing company exposure to unanticipated downturns in consumer demand or financial market crises. Most Wall Street analysts and investors tend to focus on return on equity as their primary measure of company performance. Many executives focus heavily on
    HarvardBusiness.org - Thursday, March 4, 2010
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  • 5 questions for Josh Levine of Matter Collaborative
    BS] You recently chaired an intense panel at the San Francisco chapter of the AIGA titled “Design Through the Downturn.” How do we successfully design through the downturn? [JL] JL] The bottom line is that in order to not only survive the downturn but grow your design-driven business over the next 10 years you have to embrace the tidal wave of change broadsiding our industry. One major new addition to next week’s MX Conference is hands-on workshops led by experts who can stretch our thinking and skills in new directions. One of these is Josh Levine, formally
    Adaptive Path - Wednesday, February 25, 2009
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  • Free Online Conference – Future of Learning - Incredible Speakers
    Intuit talks about their move to outsource learning development to their customers and redefining value of learning . We will look at questions that include: Is this a temporary downturn or changing landscape? How will demand change? What will internal or external customers pay for that's not traditional training? What's already selling today? What business models, products, companies should we be watching? What should we be doing today to be in position for the future? Panel #1 - Industry Perspectives 9 AM - 10 AM Pacific Time This
    eLearning Technology - Monday, July 13, 2009
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  • Can We Break the Tyranny of Quarterly Results?
    is Outsourcing Away Its Competitive Edge David B. Hayes: Global Outsourcing Is High Tech's Subprime Mortgage Fiasco Andy Rappaport: Outsourcing Isn't a Problem for Silicon Valley But Is for Detroit Willy C. Patterson: Scientists and Engineers on Boards Will Keep Focus on the Long Term Andy Rappaport: Outsourcing: The Culprit Is Capitalism, Not Wall Street Bob Pozen: Can We Break the Tyranny of Quarterly Results? If we want corporate America to avoid short-termism, we need to help free portfolio managers and company executives from the tyranny of quarterly results.
    HarvardBusiness.org - Tuesday, October 27, 2009
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  • After Lehman: How Innovation Thrives In a Crisis
    Companies that continued to focus on innovation in the midst of the downturn, such as Amazon.com, IBM , and Procter & Gamble, are very well positioned to create substantial distance between themselves and their competitors. One is to "outsource" innovation by developing world-class expertise in investing in and acquiring emerging disruptive businesses. The economic shocks that reverberated through the economy a year ago could easily have marked the end of the nascent "Innovation Movement." After all, how could companies prioritize developing innovation programs in the face of
    HarvardBusiness.org - Tuesday, September 15, 2009
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  • The Long View Versus the Short View
    And yet, this speed-addicted "now" generation has glimpsed what corporate leaders around the world seem to be missing in the fog of this downturn. In 2005, we had very few believers in the potential of integrated services by outsourcing. The current downturn has meant a worldwide hiring freeze. It has been in the air for some time now, this all talk around the fast food generation — or the Facebook Generation as Gary Hamel prefers to term the Generation Y — and its so-called incessant need to live in the moment. The importance of savouring the moment is not
    HarvardBusiness.org - Monday, June 1, 2009
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  • India's Idle Tech Talent
    The downturn has ''benched'' thousands of workers at outsourcing companie
    Forbes.com: News - Friday, August 28, 2009
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  • Canaan Partners India: Early-Stage Investing in India (RWS Interview)
    0:22 -- How is early-stage financing doing during this downturn compared to the last one in 2001/2002? Early-stage investing is "holding up well" in this downturn compared to the last, Alok notes. Outsourcing. We decided to focus on the second For the sixth in our investor interview series, we went east to India to chat with Alok Mittal , a partner at Canaan Partners , in the company's office in Gurgaon, India . We got his perspective on early-stage investing and specifically the challenges and opportunities for a venture starting out in India.
    ReadWriteWeb - Tuesday, April 28, 2009
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  • Bain Executive Survey: More Cuts Ahead
    Turning first to cost-cutting goals, seven out of 10 executives surveyed say they are worried about how they'll meet their growth targets in 2009, and six out of 10 are planning for a downturn that they expect will last at least until early 2010. Likewise, Outsourcing also has moved up from seventh to the fourth most-used tool. Bain & Company has been conducting global Management Tools and Trends surveys since 1993. The survey looks at executive use of management tools--examples include Downsizing , Mission and Vision Statements , and Benchmarking --25 in total.
    HarvardBusiness.org - Wednesday, April 8, 2009
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