Stay ConnectedThe Knowledge at Wharton feed features standout episodes from across the Wharton Podcast Network. Discover timely conversations and expert insights on business, markets, leadership, innovation, and the forces shaping the global economy.
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Copyright: © 2013 The Wharton School of the University of Pennsylvania
With an estimated $1.2 trillion under management it’s clear that hedge funds must have an effect on the financial markets. The question is: How? In one of the first studies to shed light on that subject researchers at Wharton and three other business schools find that hedge funds’ efforts to improve companies they hold big stakes in have spillover benefits for all shareholders: a quick 5% to 7% jump in stock prices. The gains measured as an ”abnormal return” on top of the broad market’s were nearly 11% when a hedge fund pushed for the targeted company to be sold.
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We’re all familiar with titles like chief executive officer chief financial officer and chief operating officer. We have even grown used to chief technology officer chief marketing officer and chief diversity officer. But what about chief talent officer chief cultural officer chief innovation officer chief privacy officer chief apology officer and chief geek to name just some of the more contemporary titles in today’s companies? On the surface this looks like title inflation -- an overabundance of C-level jobs that cheapen the prestige that used to go along with promotions. Yet according to several Wharton faculty members there is more to this story than inflated egos.
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During the recent 2007 Wharton Economic Summit Knowledge at Wharton recorded nine podcasts with speakers and panelists at the event whose theme was ”Next Moves in a Global Economy.” The interviews are with Jeffrey R. Lurie owner of the Philadelphia Eagles Football Club; Shellye L. Archambeau CEO of MetricStream; Ramkrishan (Remi) Hinduja chairman of HTMT Global Solutions together with Sashi P. Reddi CEO of Applabs Technologies; Marc Utay managing director of Clarion Capital Partners; Kenneth Shropshire director of the Wharton Sports Business Initiative; Shiv V. Khemka vice chairman SUN Group; Clark Callander managing director of Savvian; Amy Errett CEO of Olivia and William L. Mack senior principal Apollo Real Estate Advisors.
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On May 6 conservative Nicolas Sarkozy won the French presidential election defeating socialist Segolene Royal and taking over from Jacques Chirac who had held the positon for 12 years. The election drew a very high 85% turnout which many saw as a sign that French voters recognize the need to get out from under their economic stagnation and social unrest. Sarkozy is depicted as a friend but also a critic of the U.S.; as a supporter to some degree of the European Union; and as a reformer bent on changing France’s burdensome labor laws but also willing to meet with union leaders. Knowledge at Wharton asked Jeff Weintraub a visiting scholar with the University of Pennsylvania’s political science department to give us his views on the possible consequences of Sarkozy’s election.
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The wireless broadband pieces appear to be falling in place: Sprint Nextel says its next-generation high-speed network will be launched in a few markets by the end of 2007. Intel plans to embed so-called ”WiMAX” enabled semiconductors in laptops by the end of 2008 and startups like Craig McCaw’s Clearwire hope to blanket much of the nation with WiMAX service. Other companies are supporting hybrid wireless networks so that devices can hop between technologies. Where is all this heading and what does it mean for the ”Anywhere Consumer”?
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A key element of what has been called ”web 2.0” -- along with ideas such as user-generated content and social networks -- is the concept of ”rich Internet applications ” which use the web as a platform for innovative types of online experiences. A new generation of Internet-connected applications is beginning to emerge led by such companies as Adobe Systems. Knowledge at Wharton recently interviewed Adobe president and COO Shantanu Narayen about the company’s latest product introductions. In the second part of this interview published in India Knowledge at Wharton Narayen talks about the key role that India will play in the company’s global growth strategy.
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This spring Wharton and the Penn law school hosted 37 professional women from the Middle East for a four-week legal and business fellowship program funded by the U.S. Department of State Middle East Partnership Initiative and supported by America-Mideast Educational and Training Services (AMIDEAST). The women studied management and business skills at Wharton executive education and legal skills at the law school. Knowledge at Wharton asked three women from the program to talk about their experiences in the U.S. as well as in their home countries including their views on such topics as workplace ethics business opportunities for women and the role of Islam in society.
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In a perfect world there would be faster computers less lower back pain more accurate ways to detect the warning signs of a heart attack and even better-fitting business attire for female executives. And that would mean more comfort and time to enjoy the sweet things in life like a gourmet chocolate bar. If the ”Eight Great” finalists in the 2006-2007 Wharton Business Plan Competition -- who recently competed for more than $70 000 in prize money -- are able to achieve their entrepreneurial schemes the world would indeed become such a place. Knowledge at Wharton summarizes the presentations and announces the winners.
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In Homer’s poem ”The Odyssey ” Odysseus had a tough time finding his way home after the Trojan War what with all those monsters threatening to derail his journey. But Odysseus at least had left a wise and trusted fellow named Mentor to be the guardian and teacher of his son Telemachus. Modern employees need mentors as much as Telemachus especially in these times of upheaval. In fact mentoring is just as important as ever for younger workers -- and for organizations themselves -- according to experts at Wharton and elsewhere.
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The sales associate noticing the approach of a customer is suddenly intent on restocking merchandise or discussing when she will take her next break -- anything to avoid actual contact with the shopper. It’s the type of behavior that dominates the list of complaints cited in the second annual Retail Customer Dissatisfaction Study. The study conducted by Wharton’s Jay H. Baker Retail Initiative and the Verde Group found that disinterested ill-prepared and unwelcoming salespeople lead to more lost business and bad word-of-mouth than any other management challenge in retailing.
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