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Copyright: © 2013 The Wharton School of the University of Pennsylvania
The landscape for health care in the U.S. continues to shift since the Obama administration passed the Patient Protection and Affordable Care Act last year. Several questions remain unanswered including how to expand health coverage what are the potential minefields for doing so and what are the best ways to ensure that the system performs well. Meanwhile Americans are becoming increasingly unhealthy despite spending more on health care than any other nation. To address these issues Knowledge at Wharton spoke with Risa Lavizzo-Mourey president and CEO of the Robert Wood Johnson Foundation which focuses its efforts on improving the country’s health care. Lavizzo-Mourey will be a speaker at the upcoming Wharton Leadership Conference 2011 which will take place on June 22.
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Allegations that traders manipulated oil prices in 2008 are reinforcing the buzz -- at the gas pump and elsewhere -- that speculators are driving up the price of oil triggering wild price spikes and nail-biting volatility. Fingering speculators is a popular pastime these days but experts at Wharton and elsewhere say the blame is often misplaced. Although speculation can affect prices most of the recent price swings in oil and other commodities are happening for fundamental economic reasons.
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According to Glen T. Senk the key to success is hiring and cultivating the right people. At a recent Wharton Leadership Lecture the CEO of Philadelphia-based retailer Urban Outfitters underscored the importance of recruiting and developing a team that is a good fit for corporate culture -- and then listening to what those employees have to say even when ”you have to pull [the bad news] out of them.”
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Wharton management professor Ethan Mollick has a message for knowledge-based companies: Pay closer attention to your middle managers because they may have a greater impact on company performance than almost any other part of the organization. Mollick’s research based on an in-depth analysis of the computer game industry is presented in a new paper titled ”People and Process: Suits and Innovators: Individuals and Firm Performance.”
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Since the dot.com bubble burst more than a decade ago two popular categories in Wharton’s Business Plan Competition (BPC) have been health care and retail. This year was no exception. With more than $115 000 at stake in combined cash prizes and legal and accounting services the eight finalists of this year’s BPC presented their pitches on April 27 to a panel of judges and an audience of venture capitalists business leaders faculty and students. Read on and see if you can spot the winners.
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A decade after pets.com and a string of other early Internet specialty retailers collapsed a new wave of start-ups -- enabled by the power of cloud computing advanced delivery systems and deep social relationships with customers -- is shaping e-commerce. From diapers and eyeglasses to pool tables and yes pet products entrepreneurs are developing specialty businesses to compete alongside one-stop shopping giants like Amazon.com and Walmart.com.
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Rumors that Facebook or Cisco would buy Skype were proven wrong on Tuesday when Microsoft struck an $8.5 billion deal to acquire the online voice and video chat service. Most analysts welcomed the takeover as a shrewd move on the grounds that it positions Microsoft in a commanding position in the emerging markets of video content and online telephony. Still considering that Skype’s previous acquisition by eBay ended in a $1.4 billion write-down questions remain. Will there be a good cultural fit between Microsoft and Skype? Did Microsoft overpay for a company that continues to lose money? Knowledge at Wharton discussed these questions and more with Wharton professors Eric Clemons and Kevin Werbach.
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The Flip a quick and easy video recorder that captures spontaneous moments for instant uploading to YouTube is about to fold. Cisco Systems which bought the Flip just two years ago is closing the business in a move that illustrates how rapidly evolving technology and business strategies can force major corporate flip-flops.
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Estée Lauder -- the $7.8 billion cosmetics and beauty products giant founded in 1946 -- has grown to more than 25 brands in 140 countries. The company clearly knows its customers 95% of whom are women. In a recent interview with Knowledge at Wharton William Lauder the company’s executive chairman and the grandson of founder Estée Lauder discussed the challenges of working in a family-owned business the company’s global growth aspirations and why the key to success is ”getting women to put their hands together.”
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