Let’s be honest: the term “Corporate America” doesn’t illicit warm and fuzzy feelings. Scandals like Enron and Bernie Madoff—not to mention the Wall Street crisis—have led many to lose their trust in corporations. To be more specific, there is a general distrust in the leaders who run those corporations. In the 2012 Edelman Trust Barometer, trust is now an essential line of business to be developed and delivered.
Over the last few weeks, I’ve continued to think about Professor Andrew Hargadon’s work on the power of building networks to foster innovation – idea networks and action networks. Andy is an engineer and social scientist, as well as the author of How Breakthroughs Happen: The Surprising Truth About How Companies Innovate. His position is that to become more innovative, you need to tap into what others are doing in order to learn from them. You’ll be able to adapt their ideas into something that will make a difference for you, your customer, and your organization.
When developing custom programs with a client, the question at the forefront of my mind is always: How do we measure the ROI for the client? When will we know if the education we present has made a true impact on the teams we work with?
To answer those questions, I turned to Dan Burton, Senior Manager of Training & Development at the Genentech Vacaville Plant, who has partnered with Executive Education at UC Davis Graduate School of Management to plan and deliver custom executive education programs for his company. Burton explained that Executive Education at UC Davis allowed his company to “spend less and receive four times the value for the investment made.” His perspective is based on the active partnership and continuing collaboration after the program ended between Genentech and UC Davis.
In Executive Education at the UC Davis Graduate School of Management, we’ve noticed a heightened interest in custom programs on the topic of “innovation.” I use quotations for a reason: the deeper I delve into what our clients seek to resolve, the more I find that they are grappling with issues around risk taking, collaboration, or faster decision making–not the stereotypical Eureka!/light bulb image conjured by the term.
It Pays to Be Green: The Market Talks Back
Companies that disclose greenhouse gas emissions see stock rise
Professor Paul Griffin is a leading international authority in accounting and financial information and disclosures. In this blog, he discusses the practical applications of his recent study on environmental disclosures, advising executives how to leverage the data for maximum impact
Recently, I worked with Yuan Sun of UC Berkeley to release a study showing that companies that released information about their greenhouse gas emissions and carbon reduction strategies saw their stock values rise. We tracked stock prices of firms around the time these companies voluntarily issued press releases disclosing carbon emission information. In the days following the press releases, these companies experienced a significant increase in their stock price.
Professor Shannon W. Anderson is an expert on the design and implementation of performance measurement and cost control systems. Her research spans the fields of management accounting and operations research. She has been using the “Moneyball” case in her MBA classes for several years. In this post, she offers an overview of how she applies it to business today.
Moneyball has become a metaphor for everything in business today: it touches heavily on concepts related to budgeting, data analytics and productivity. The movie is about how Oakland A’s General Manager Billy Beane revolutionized the process of scouting new baseball players on a budget by employing computer-generated analysis to sign new players and when best to put them in the line up. Brad Pitt was recently interviewed by NPR about making Moneyball and his role as Billy Beane. The interview provides snapshots of critical moments in the film that help put my points below in perspective.