risk

Over the years, I’ve written a lot of posts about change and change management. In a post I wrote earlier this year about change and some of the learnings and takeaways from the pandemic and the business crisis that created, I noted that that we had/have a lot to learn.

The new M/I/S/C Bounce Back issue is out in newstand.This issue is packed with great articles about how companies should deal with adversity. It is one of the best issues ever.

"Materiality” is becoming part of the fabric of sustainable business.

For the uninitiated, materiality is an accounting or auditing term that refers to the estimated effect that a given piece of information may have on a company’s value—its current or future stock price, for example. If a CEO has been diagnosed with a terminal disease; if a company is being investigated for bribery by a government agency; if its profit or loss needs to be restated by a significant amount—all are examples of something that is “material,” from an investor or stakeholder point of view.

So, when does sustainability become a materiality issue?

Developmental psychologists love to remind us that the frontal lobe isn’t fully developed until humans are in their mid-20s. The prefrontal cortex is responsible for our ability to assess the consequences of our decisions, our ability to understand how what we do will play out into the future. This is often used to explain why teens (and, increasingly, college-aged people) lack the cognitive ability to be wise.

Sometimes, when I’m in the field, I find teens who have strategies for managing their online presence that are odd at first blush but make complete sense when you understand the context in which they operate. These teens use innovative approaches to leverage the technology to meet personal goals. Let me explain two that caught my attention this week.

Hyundai continues to innovate ways to differentiate and deliver its brand; its latest effort is an offer to guarantee a year's worth of gas locked-in at $1.49/gallon. 

The idea, while a copy of something similar Chrysler tried last year, comes on the heels of its promise to buy cards back from buyers if they lose their jobs. Oh, and it happens to be building high-quality, rather stylin' cars, too.

by: Sigurd Rinde

New ventures, start ups, whatever you call them are unique and extremely important to us all: Every company, every commercial value-adder, the core of wealth creation, started up once. And it would be safe to assume that much of the shareholder's wealth is created in the early growth phase.

by: Nancy Baym

I was recently a guest on Kansas City current affairs show Up to Date on Kansas City NPR affiliate, KCUR. My co-guest was Michael Zimmer of the University of Wisconsin-Milwaukee, who is an expert on issues of ethics, privacy and the web.

by: Scott Goodson

The Only Once blog has a great posting today about the need to 'Shoot to score' and anyone who leads an independent entrepreneurial driven organization will understand what this means.

You Have to Shoot to Score

by: David Armano