A collaborative and not a top-down model of management might help in the effective implementation of complex, large-scale projects. The ATLAS collaboration at CERN is a case in point.

A collaborative and not a top-down model of management might help in the effective implementation of complex, large-scale projects. The ATLAS collaboration at CERN is a case in point.

Risk management is the identification, assessment and prioritization of risks, followed by a coordinated and economical application of resources to minimize, monitor and control the probability and/or impact of unfortunate events.

Professor of Organizational Behavior at University of North Carolina’s Kenan-Flagler Business School, David Hofmann, talks about the changing contours of risk management.

“The emergence of a new distribution channel will always cause disruption and shift in the marketplace. Before switching over from the old to the new managers should assess how the new channel will affect their companies existing channels, customers and competitors,” says the leading professor of marketing from the London Business School.

"A small error in a nuclear power plant can have disastrous consequences for the people and environment around it", says the deputy chief of manpower development of the Nuclear Power Corporation of India explains the management initiatives for an error free performance at nuclear power plants.

“Any question that has even the tiniest element of measurement in it, is going to create problems of trying to deliver the impossible,” says Benjamin Zander, the author of the best selling book, The Art of Possibility.

“You have to conquer the fear of the unknown, break the status quo and own up risk to embed your footprints across the globe,” says the CMD, Oil and National Gas Corporation.

Good times can breed bad habits. Retain your hard won competitive edge by winning the battle for markets, continuously building core competencies and dreaming realistic dreams.

Active involvement of the employees in developing the company's values fosters ownership and accountability of those values amongst them. Once this occurs translating the values into effective management practices and individual performance becomes easier.

Multinational companies are breathing down your neck. Indian companies need to learn how to be competitive to succeed. Professor George Yip, London Business School explains the positions that emerging market companies can adopt in the open economy. Get ready to globalize.

“You never know enough, the consumer is always there to help you know better and more," believes Agarwal. He relives the transformation of the Dainik Bhaskar group

We have more than 40 channels across the world. And everywhere we want to be perceived as a local brand, says Charles Chau. Stay tuned as he reveals his secrets.

The Dow Chemical Company's training program for developing global leaders from its ranks is recognized as one of the world's best. Patrick Ho, Business Vice President, Epoxy Products and Intermediates, explains how Dow prepares managers to become global, visionary and efficient.

When Asian Paints bought Berger International Ltd, Singapore, it acquired a presence in eleven countries and then faced every shopper's dilemma. How to fit the new buy into the old cupboard? Ashwin Dani, Chairman, Asian Paints talks about the challenges facing this home grown company as it morphs into a multinational.

The CEO of BP is heading the company in the most critical juncture in its history. The post war era could create a great demand for oil. Lynda Gratton and Sumantra Ghoshal, who have written a case on BP, profile this unusual CEO and his remarkable management philosophy.

Subhash Chandra journeyed twice through the valley of death, in 1996 and 2002. He explains the similarities and the differences, and the impact on Zee TV.

CEOs are always under fire from forensic analysts and hungry stakeholders, but even the Ambani brothers don’t have to endure the burning, raw red hot spotlight that beams relentlessly on Sourav Ganguly, India’s cricket captain. Why is the shy Bengali with the big maharaja attitude a good leader?

The winds of change are blowing over India’s oil and petroleum sector and Gas Authority of India is about to be impacted by reforms similar to those which have been buffeting the private sector. At the watershed in its history, what should GAIL’s response be? By Prashanto Banerjee

Conventional wisdom talks of economies of scale. But in today’s world, perhaps we should be looking at economies of learning and knowledge says Sir Martin Sorrell, founder of one of the world’s largest advertising groups.

Ranjan Banerjee takes a look at ‘the learning organization’ and the management gurus who evolved the concept.

Senior vice president at Star and controller of programming of Star’s classic movie channel, the 32-year old decides which move we are going to see tonight, by Radhika Piramal.

When one program is hugely successful, what strategies can rival broadcasters pursue? Here’s a fresh look at what Sony, Star and Zee ought to be doing. By Bharat Anand