Have you've been devouring articles by any analyst, guru or pundit with insight into what you can expect in the next 12 months? Now it's time to evaluate which of the year's events your business needs to prepare better for.
Entrepreneurs are constantly bungee-jumping their way through life. Some bounce back. But others lose everything when that cord snaps. Yes, some risk-taking makes fortunes. But you need to manage that risk, especially once you've made a bundle.
The trading risks of HFT may decimate the HFT operation and at the same time greatly affect other market participants. Particularly, in selected markets, unchecked HFT may quickly incur considerable losses, well in excess of any tolerable limits.
The practice of risk management -- perhaps business management as a whole -- is too dependent on that which is quantifiable. Culture should not be delegated to the status of an amorphous add-on. It is front and center to the challenge of risk resilience.
I believe the trend to disconnect ourselves from human consequences while focusing on numbers only is as potentially destructive to the future of businesses that depend on customer relationships as it has been to the political process
I worked with a number of boards and board chairs over the summer, and here are the things on their minds and the things they'll be grappling with this autumn, above and beyond the usual business of the year.
It does not qualify as leadership when an organization is satisfied at being among the best (or is the best) at meeting the minimum standards. Relying on the failure or malfeasance of others in your space is not a valid business model.
If Governor Cuomo opens New York State to fracking, experts who analyze its impacts and have studied the toxic and environmental outcomes of Love Canal and the BP oil rig explosion predict similar long-term consequences.