This site uses cookies to improve your experience. To help us insure we adhere to various privacy regulations, please select your country/region of residence. If you do not select a country, we will assume you are from the United States. Select your Cookie Settings or view our Privacy Policy and Terms of Use.
Cookie Settings
Cookies and similar technologies are used on this website for proper function of the website, for tracking performance analytics and for marketing purposes. We and some of our third-party providers may use cookie data for various purposes. Please review the cookie settings below and choose your preference.
Used for the proper function of the website
Used for monitoring website traffic and interactions
Cookie Settings
Cookies and similar technologies are used on this website for proper function of the website, for tracking performance analytics and for marketing purposes. We and some of our third-party providers may use cookie data for various purposes. Please review the cookie settings below and choose your preference.
Strictly Necessary: Used for the proper function of the website
Performance/Analytics: Used for monitoring website traffic and interactions
On-Demand by RGP : Specializes in operational and implementation support; projects tend to be longer-term roles focusing on functional expertise like accounting, finance, HR, IT, and supply chain. SolomonEdwards : Provides financial, operational, and technology consulting. What makes you stand out?
Currently, Kalypso LP operates as a subsidiary of Palladius Inc. Kalypso’s day-to-day operations are run by George Young (Chairman), Mick Broekhof (Founding Partner, Head of Kalypso Europe), and Bill Poston (Founding Partner, Managing Director). IntellectualProperty (IP) Management. KALYPSO CULTURE.
IntellectualProperty. There are also several opportunities outside these tracks, available in the area of operations that span multiple disciplines to include human resources, finance and accounting, marketing, information systems and technology, administrative support, and corporate services. BATES WHITE CULTURE.
From starting with under 50 employees to over 500 staff members today, Cornerstone has grown successfully without losing the familial culture that was so important to its co-founders. IntellectualProperty. CORNERSTONE RESEARCH CULTURE. CORNERSTONE RESEARCH ORGANIZATION. Corporate Governance. Data Analytics. Real Estate.
In fact, The Brattle Group founders we convinced that by getting the firm culture just right, consulting could be the most fun way to make money. Intellectualproperty. THE BRATTLE GROUP CULTURE. All in all, it looks like the culture within Brattle Group is very strong. Practice Areas. Antitrust/competition.
The widely touted reasons for these failures include censorship by the Chinese government and cultural differences between China and the West. Google, for example, has succeeded in dominating many foreign markets that have radically different political systems and cultures (including Indonesia, Thailand, and Saudi Arabia).
While security executives have a reputation for stymieing operations and product development with the burdens of technical operations, their role is actually to enable business. Focus as much on culture as technology. Their job, in fact, depends on it. It’s a task that requires the full effort of the entire company.
However, while expanding overseas may not sound any more complicated than adding additional cities to your network, there are many cultural, political and economic factors to consider when expanding internationally. Sometimes even the best-laid plans can go awry because of some oversight or cultural ignorance.
The Importance of Culture for Mergers and Acquisitions Mergers and Acquisitions remain at the core of many executive team growth strategies. Smart acquisitions can provide immediate access to valuable new products, technologies, talent, intellectualproperty, clients, and geographies. The appeal is quite clear.
The challenges of big firm–small firm collaboration are considerable: different cultures, different attitudes about sharing intellectualproperty, different concerns about risk sharing, and others. Create an “operating architecture” that facilitates quick responses to potential challenges.
These markets are often moving fast, and the ability to protect the business through intellectualproperty is often limited, so the most powerful competitive advantage is high velocity. The opportunities for firms operating in this mode are potentially new forms of market development and user engagement. The community mode.
But I suggest that the problem at Uber goes beyond a culture created by toxic leadership. The company’s cultural dysfunction, it seems to me, stems from the very nature of the company’s competitive advantage: Uber’s business model is predicated on lawbreaking. ” Respect for the law barely merits a footnote.
Diminishing cycle times, rapidly changing intellectualproperty and fast R&D allow competition to catch up quickly on any breakthrough, so even the most valuable innovations can see their price premium drop rapidly. Leadership is changing — fast.
sales, marketing, manufacturing, intellectualproperty—in all business units in all geographies. leverage and liquidity risk, operational and technology missteps, or macroeconomic threats) or non-economic (e.g. And they must work together to help create a pervasive culture of integrity under CEO direction.
The answers to these and hundreds of other questions should be documented and considered integra l to the operations of all organizations, especially in industries where work product and client data are highly sensitive, and highly valuable. Is it acceptable to use your family computer to access your firm’s work product?
In a traditional business, there is little connectivity or co-creation, so the enterprise value is equal to the “mass” of the company — its human resources, financial assets, intellectualproperty, and physical goods. Intellectual capital. Value in a network is about what you connect, not what you make.
You will get an inside look into their daily operations and potentially even valuable IP (intellectualproperty). What are their company values or culture? What scale do they operate at? Trust is the foundation of a healthy, productive, and longstanding professional relationship. Who are their competitors?
While organic growth typically takes more time, internal resources are typically highly aligned and integrated with a company’s growth strategy and culture. It often involves access to different distribution channels, products, offerings, brands, capabilities, technologies, and intellectualproperty.
But both sides face familiar obstacles, especially when it comes to navigating non-disclosure agreements and creating a flexible but constructive master research agreement that accounts for potential intellectualproperty (IP). Bridge the cultural divide.
The firm had been buying his intellectualproperty with stock. “Natural monopoly” was jettisoned as the operative assumption. Instead of having operations mandated, cellular carriers were given defined spectrum spaces. ” Mobile competition is transforming economies, governments, and cultures.
On the other hand, critics demand stringent requirements for transparency and vilify a “move fast and break things” culture. Who should be involved in decisions regarding business impact, regulatory compliance, technical approach, and even ethical values when companies integrate machine learning into business operations?
Reshape company culture : Employees often perceive freelancers as a threat, and leaders are often nervous about the effects that outsourcing work may have on their in-house staff. This means that firms need to draw up new policies that take into account the new scenery in which they will operate today.
FTI CONSULTING INTERVIEWS & CULTURE. Intellectualproperty. They did much of the work piecing together Mr. Madoff’s money trail and just recently flew over to Puerto Rico for the Puerto Rico Government, who hired FTI to improve operations of utilities and highway units (2014). IntellectualProperty.
Through its economics and planning service Arup focuses on creating sustainable, efficient and culturally-appropriate businesses and places. and has operations in more than 20 countries. GHK operates in three main areas: Public Policy, International Development, and Ports and Logistics. Website: www.asiarisk.com. FTI Consulting.
So, when the Royal Bank of Canada (RBC) approached me three years ago to help them grow their AI capabilities, this is what I advised: To go beyond data science and do real AI, you need to hire the right people, embrace research, and adapt your culture. At the moment, AI is more of an open frontier than an industry-friendly space.
They all pay taxes, report their finances, disclose significant shareholders, and comply with the full range of employment, health and safety, advertising, intellectualproperty, consumer protection and anti-competition laws, to name just a few. and European regulators that it lost essential momentum.
He has two levels to operate on: first, directly influencing corporate investment and buying decisions, and second, diplomatic engagement with trading partners. companies close home factories more readily than German and Japanese corporations, and Trump can use the presidency to challenge that boardroom culture.
We organize all of the trending information in your field so you don't have to. Join 55,000+ users and stay up to date on the latest articles your peers are reading.
You know about us, now we want to get to know you!
Let's personalize your content
Let's get even more personalized
We recognize your account from another site in our network, please click 'Send Email' below to continue with verifying your account and setting a password.
Let's personalize your content