Credit risk, interest rate risk, foreign exchange risk − these are all risks that are familiar to managers. Most organisations have sophisticated mechanisms for measuring and managing such risks. Of course, sometimes these procedures break down, as was spectacularly demonstrated by the absence of effective credit risk assessment in the US mortgage market between 2003 and 2007. However, as the world becomes increasingly interconnected and communications are near instantaneous, a whole new class of risk has emerged that requires close attention by managers: the risk of irrelevance.
As far back as 1977, the United States National Science Foundation commissioned a study that examined "The Limits to the Management of Large, Complex Systems". An accessible version by Duane Elgin and Robert Bushnell was reprinted in The Futurist magazine that year. We take that study as our foundation for this article.
Today's leading organisations are knowledgecreating companies that thrive on continuous innovation. It's a big competitive edge. New products and services can be "knocked off" or copied. But it's much harder for competitors to duplicate a management system and corporate culture that produces a continuous stream of successful product and service improvements, innovations, adaptations and extensions.
Consumers in the Gulf Cooperation Council (GCC) region are altering their buying patterns in response to global economic uncertainty. To offset cost pressures and succeed in this difficult environment, companies need to deepen their knowledge of consumers’ changing behaviour and use it as a strategic lever.
The Middle East managed to stand firm while the world’s banking sector bore the full impact of the sub-prime fiasco during the second half of 2008. However, while the region was less exposed to the estimated AED 734 billion worth of write-offs than the average US bank, many countries closely linked to the US financial system, such as the dollar-pegged UAE, braced for the eventual domino effect on their own local financial activities.
If the United States economy were a hospital, its patients would run the risk of addiction to the fiscal equivalent of Demerol, the high-powered painkiller. Whether the nation can maintain the current course of treatment without severe side effects, let alone withdrawal symptoms, is a quandary facing investors who are presented with a mixed set of economic and market symptoms.
Nicholas Wright is the Head of Institutional Brokerage at Mubasher Financial Services, a leading provider of electronic trading for institutions. Mubasher offers institutions the ability to execute orders across every stock exchange in the Middle East using either direct market access (online) or, in the near future, specially customised trading algorithms.
Worldwide economic upheaval, combined with a radical shakeout in the regional investment landscape, promise to make Cityscape Dubai 2009 (October 5-8) the most important real estate event in Dubai’s history, according to leading industry experts.
A recently released study done for Cityscape Dubai examines the impact of the economic shakeout on 3,000 key regional projects valued at $1.5 trillion. The study was carried out for Cityscape organisers by research house Proleads and forms part of the Cityscape Intelligence Focus On Dubai Report.
Interview With Mohanad Al Wadiya, Managing Director of Harbor Real Estate Brokerage, a real estate service provider in Dubai. As Managing Director of Harbor Real Estate Brokerage, Alwadiya is responsible for setting business direction and focus, directing all external and internal sales and marketing strategies for Harbor and its clients and producing the Harbor Report.
“Knowledge economy” is a term that refers either to an economy of knowledge focused on the production and management of knowledge in the frame of economic constraints, or to a knowledgebased economy. The second meaning, more frequently used, refers to the use of knowledge technologies to produce economic benefits.
What great challenges must we tackle to reinvent management and make it more relevant to a volatile world?
Management is undoubtedly one of humankind’s most important inventions. For more than 100 years, advances in management — the structures, processes and techniques used to compound human effort — have helped to power economic progress.
When you arrived at your current employer, you would have had certain expectations. They would likely have included promotion prospects, career development, maybe performance-related bonuses, among other things. Well, if you have managed to hold onto your position during the ongoing turmoil, chances are that these expectations have been revised down dramatically.
Credit risk, interest rate risk, foreign exchange risk − these are all risks that are familiar to managers. Most organisations have sophisticated mechanisms for measuring and managing such risks. Of course, sometimes these procedures break down, as was spectacularly demonstrated by the absence of effective credit risk assessment in the US mortgage market between 2003 and 2007. However, as the world becomes increasingly interconnected and communications are near instantaneous, a whole new class of risk has emerged that requires close attention by managers: the risk of irrelevance.
As far back as 1977, the United States National Science Foundation commissioned a study that examined "The Limits to the Management of Large, Complex Systems". An accessible version by Duane Elgin and Robert Bushnell was reprinted in The Futurist magazine that year. We take that study as our foundation for this article.
Today's leading organisations are knowledgecreating companies that thrive on continuous innovation. It's a big competitive edge. New products and services can be "knocked off" or copied. But it's much harder for competitors to duplicate a management system and corporate culture that produces a continuous stream of successful product and service improvements, innovations, adaptations and extensions.
Consumers in the Gulf Cooperation Council (GCC) region are altering their buying patterns in response to global economic uncertainty. To offset cost pressures and succeed in this difficult environment, companies need to deepen their knowledge of consumers’ changing behaviour and use it as a strategic lever.
The Middle East managed to stand firm while the world’s banking sector bore the full impact of the sub-prime fiasco during the second half of 2008. However, while the region was less exposed to the estimated AED 734 billion worth of write-offs than the average US bank, many countries closely linked to the US financial system, such as the dollar-pegged UAE, braced for the eventual domino effect on their own local financial activities.
If the United States economy were a hospital, its patients would run the risk of addiction to the fiscal equivalent of Demerol, the high-powered painkiller. Whether the nation can maintain the current course of treatment without severe side effects, let alone withdrawal symptoms, is a quandary facing investors who are presented with a mixed set of economic and market symptoms.
Nicholas Wright is the Head of Institutional Brokerage at Mubasher Financial Services, a leading provider of electronic trading for institutions. Mubasher offers institutions the ability to execute orders across every stock exchange in the Middle East using either direct market access (online) or, in the near future, specially customised trading algorithms.
Worldwide economic upheaval, combined with a radical shakeout in the regional investment landscape, promise to make Cityscape Dubai 2009 (October 5-8) the most important real estate event in Dubai’s history, according to leading industry experts.
A recently released study done for Cityscape Dubai examines the impact of the economic shakeout on 3,000 key regional projects valued at $1.5 trillion. The study was carried out for Cityscape organisers by research house Proleads and forms part of the Cityscape Intelligence Focus On Dubai Report.
Interview With Mohanad Al Wadiya, Managing Director of Harbor Real Estate Brokerage, a real estate service provider in Dubai. As Managing Director of Harbor Real Estate Brokerage, Alwadiya is responsible for setting business direction and focus, directing all external and internal sales and marketing strategies for Harbor and its clients and producing the Harbor Report.
“Knowledge economy” is a term that refers either to an economy of knowledge focused on the production and management of knowledge in the frame of economic constraints, or to a knowledgebased economy. The second meaning, more frequently used, refers to the use of knowledge technologies to produce economic benefits.
What great challenges must we tackle to reinvent management and make it more relevant to a volatile world?
When you arrived at your current employer, you would have had certain expectations. They would likely have included promotion prospects, career development, maybe performance-related bonuses, among other things. Well, if you have managed to hold onto your position during the ongoing turmoil, chances are that these expectations have been revised down dramatically.
