Manage your energy, not your time

As the demands of the workplace keep rising, many people respond by putting in ever longer hours, which inevitably leads to burnout that costs both the organization and the employee. Meanwhile, people take for granted what fuels their capacity to work--their energy. Increasing that capacity is the best way to get more done faster and better. Time is a finite resource, but energy is different. It has four wellsprings--the body, emotions, mind, and spirit--and in each, it can be systematically expanded and renewed. In this article, Schwartz, founder of the Energy Project, describes how to establish rituals that will build energy in the four key dimensions. For instance, harnessing the body's ultradian rhythms by taking intermittent breaks restores physical energy. Rejecting the role of a victim and instead viewing events through three hopeful lenses defuses energy-draining negative emotions. Avoiding the constant distractions that technology has introduced increases mental energy. And participating in activities that give you a sense of meaning and purpose boosts the energy of the spirit. The new workday rituals succeed only if leaders support their adoption, but when that happens, the results can be powerful. A group of Wachovia Bank employees who went through an energy management program outperformed a control group on important financial metrics like loans generated, and they reported substantially improved customer relationships, productivity, and personal satisfaction. These findings corroborated anecdotal evidence gathered about the effectiveness of this approach at other companies, including Ernst & Young, Sony, and Deutsche Bank. When organizations invest in all dimensions of their employees' lives, individuals respond by bringing all their energy wholeheartedly to work -and both companies and their people grow in value.     

合理应用衍生产品

在银行推出的贸易金融服务增值方案中,不少包含远期、掉期、期权等衍生产品,这些衍生产品相对于原生产品而言比较复杂,不少企业觉得不好把握,不敢使用。     

四大战术"管住"金融风险

金融风险管理是企业资金管理的一条主线。在企业不同发展阶段和不同的经营环境中,企业金融风险管理有不同的工作重点,但始终需要葡青晰的目标和整体的综合考虑。     

管住BOT风险

BOT项目在国内的引进及推广,带来了资金技术的同时,也面临着诸多的风险因素。如何建立适当有效的风险管理模式,保障项目持续、健康运营,实现预期效益目标,已成为合作双方日益关注的课题。     

Manage customer-centric innovation--systematically

No matter how hard companies try, their approaches to innovation often don't grow the top line in the sustained, profitable way investors expect. For many companies, there's a huge difference between what's in their business plans and the market's expectations for growth (as reflected in firms' share prices, market capitalizations, and P/E ratios). This growth gap springs from the fact that companies are pouring money into their insular R&D labs instead of working to understand what the customer wants and using that understanding to drive innovation. As a result, even companies that spend the most on R&D remain starved for both customer innovation and market-capitalization growth. In this article, the authors spell out a systematic approach to innovation that continuously fuels sustained, profitable growth. They call this approach customer-centric innovation, or CCI. At the heart of CCI is a rigorous customer R&D process that helps companies to continually improve their understanding of who their customers are and what they need. By so doing, they consistently create or improve their customer value proposition. Customer R&D also focuses on better ways of communicating value propositions and delivering the complete experience to real customers. Since so much of the learning about customers and so much of the experimentation with different segmentations, value propositions, and delivery mechanisms involve the people who regularly deal with customers, it is absolutely essential for frontline employees to be at the center of the CCI process. Simply put, customer R&D propels the innovation effort away from headquarters and the traditional R&D lab out to those closest to the customer. Using the example of the luggage manufacturer Tumi, the authors provide a step-by-step approach for achieving true customer-centric innovation.     

债市发展再提速

有资本市场“短腿”之称的债券市场正越来越受关注。“促进债券市场发展”的相关内容已经是第5个年头连续出现在政府工作报告中。今年两会上,国务院总理温家宝在政府工作报告中提出,要积极扩大直接融资,扩大股权和债券融资规模,更好地满足多样化投融资的需求。     

Make your enemies your allies

Rivalries in the workplace can be destructive to both personal career growth and group success. Many attempts to reverse rivalries fail because of the complex way emotion and reason operate in the building of trust. Using a method called the 3Rs, an effective leader can turn a rival into a collaborator, setting the stage for a healthy work life while driving fresh thinking within an organization. Step 1 of the method is redirection, shifting a rival's negative emotions away from the adversarial relationship. This creates an opening for Step 2, reciprocity, through which a relationship can be established. Here, the essential principle is to give before you ask--offering a rival something of clear benefit and "priming the pump" for a future return that requires little effort on the rival's part. Step 3, rationality, sets expectations of the new relationship so that efforts made using the previous steps don't come off as disingenuous. A rival is encouraged to see collaborative opportunities from a reasoned standpoint. A key advantage of the 3Rs is that the method can work to reverse all kinds of rivalries, including those with subordinates, peers, and superiors.     

系好外汇理财的安全带

在某外资银行工作人员长达半年的动员下,上海的张先生把十几万美元存到了该银行的个人账户上,并接受了银行为其提供的个人理财服务.该银行为张先生透支购买了3万股期限为半年的NOKIA期权.在随后的4个月里,张先生根本不知道该期权所对应的股票价格及变动情况,只是银行的工作人员不断地告诉他股价正在下跌.     

管好你的碳资产

目前全球已进入节能减排的关键时期:中国政府已向国际社会郑重承诺到2020年单位国内生产总值二氧化碳排放比2005年下降40%～45%;而企业层面,碳资产管理也已悄然兴起,成为CFO必须直面的一个战略课题。随着全社会对减     

如何有效管理商业银行操作风险

近来,国内各商业银行的重大操作风险事件频发,引起监管部门的重视,银监会就此提出了加强商业银行操作风险管理的十三条意见。操作风险对于商业银行来说并非新问题,但对其进行有效管理则始终是一项重要任务。     

When your contract manufacturer becomes your competitor

PC maker Lenovo started out as a distributor of equipment made by IBM and other companies; now it has formed a joint venture with IBM and will eventually affix its own logo to its computers. Shanghai Automotive Industry Corporation (SAIC) started out manufacturing vehicles for Volkswagen and GM; now it's preparing to sell its own cars in China, Europe, and North America. Lenovo and SAIC represent a host of formerly anonymous makers of brand-name products that are breaking out of their defined roles and pushing the brands themselves aside. In this article, the authors explore the double-edged relationships original equipment manufacturers (OEMs) forge with their contract manufacturers (CMs). On the one hand, an OEM can reduce its labor costs, free up capital, and improve worker productivity by outsourcing all the manufacturing of a product. The company can then concentrate on value-adding activities--research and development, product design, and marketing, for instance. On the other hand, an OEM that retains a contract manufacturer may find itself immersed in a melodrama replete with promiscuity (the ambitious CM pursues liaisons with other OEMs), infidelity (the OEM's retailers and distributors shift their business to the upstart CM), and betrayal (the brazen CM transmits the OEM's intellectual property to the OEM's rivals or keeps it for itself when the contract is up). OEMs cannot simply terminate their outsourcing arrangements--they need contract manufacturers in order to keep specializing, adding value, and staying competitive. But OEMs can manage these relationships so that they don't become weak or the CMs too strong. Doing so requires modesty about revealing trade secrets; caution about whom one consorts with; and a judicious degree of intimacy, loyalty, and generosity toward partners and customers.     

See your brands through your customers' eyes.

Subaru markets an L.L. Bean Outback station wagon. Dell stamps Microsoft and Intel logos on its computers. Such inter-weaving of different companies' brands is now commonplace. But one of the central tools of brand management-portfolio mapping--has not kept pace with changes in the marketplace. Most conventional brand maps include only those brands owned by a company, arranged along organizational lines with little regard for how the brands influence customer perceptions. In this article, the authors present a new mapping tool--the brand portfolio molecule--that reveals the way brands appear to customers. The brand portfolio molecule includes all the brands that factor into a consumer's decision to buy, whether or not the company owns them. The first step in creating a brand portfolio molecule is to determine which brands should or should not be included. The second step is to classify each brand by asking five key questions: 1) How important is this brand to customers' purchase decisions about the brand you're mapping? 2) Is its influence positive or negative? 3) What market position does this brand occupy relative to the other brands in the portfolio? 4) How does this brand connect to the other brands in the portfolio? 5) How much control do you have over this brand? The last step is to map the molecule using a 3-D modeling program or by hand with pen and paper. Individual brands take the form of atoms, and they're clustered in ways that reflect how customers see them. The usefulness of the tool lies in its ability to show the many forces that influence a customer's buying decision--and to provide a powerful new way to think about brand strategy.     

论服务业中的顾客需求管理

服务管理研究的出发点应该从顾客需求开始,了解顾客需求的同时还必须管理顾客需求.使用营销要素组合来构建需求模式,通过需求排队系列管理顾客行为和预定存储需求.掌握了顾客需求管理规律之后才能够对其进行有效的管理.     

Match your innovation strategy to your innovation ecosystem

High-definition televisions should, by now, be a huge success. Philips, Sony, and Thompson invested billions of dollars to develop TV sets with astonishing picture quality. From a technology perspective, they've succeeded: Console manufacturers have been ready for the mass market since the early 1990s. Yet the category has been an unmitigated failure, not because of deficiencies, but because critical complements such as studio production equipment were not developed or adopted in time. Under-performing complements have left console producers in the position of offering a Ferrari in a world without gasoline or highways--an admirable engineering feat, but not one that creates value for customers. The HDTV story exemplifies the promise and peril of innovation ecosystems--the collaborative arrangements through which firms combine their individual offers into a coherent, customer-facing solution. When they work, innovation ecosystems allow companies to create value that no one firm could have created alone. The benefits of these systems are real. But for many organizations the attempt at ecosystem innovation has been a costly failure. This is because, along with new opportunities, innovation ecosystems also present a new set of risks that can brutally derail a firm's best efforts. Innovation ecosystems are characterized by three fundamental types of risk: initiative risks--the familiar uncertainties of managing a project; interdependence risks--the uncertainties of coordinating with complementary innovators; and integration risks--the uncertainties presented by the adoption process across the value chain. Firms that assess ecosystem risks holistically and systematically will be able to establish more realistic expectations, develop a more refined set of environmental contingencies, and arrive at a more robust innovation strategy. Collectively, these actions will lead to more effective implementation and more profitable innovation.     

关注银行的名誉风险

在风险内涵的演进中, 名誉风险正从各种风险类型 中凸现出来,成为现代经济中 对企业和银行最具破坏力的 风险种类之一。 国外一些理论文献将名 誉风险定义为"因为公众的负 面评价而对银行收益和资产 产生的现实、可预见的影响" (巴塞尔委员会,《有效银行 监管的核心原则》,1997)。巴 塞尔委员会在其协议中将名 誉风险列为商业银行必须妥 善管理的八大类风险之一,认 为其"产生于操作上的失误, 违反有关法规和其他问题"。 名誉风险造成的损失往往难 以估量,小则影响股东价值,     

试论建立和完善财政国库管理体制

本按照党的“十六大”深化金融改革的精神，科学地分析了在社会主义市场经济中国家金库管理体制面临的新情况及新问题；探索了在深化金融改革中，如何建立和完善国家金库管理体制。对于进一步促进金融体制和财税体制改革，实施我国货币政策和财政政策，发挥国库作用，有着重要的现实意义。     

亚信三易CEO

亚信第一任CEO田溯宁是一位可以站在北京城看到喜马拉雅山的激情创业型人才;亚信第二任CEO丁健是一位能够朝着喜马拉雅山方向修出一条高速公路的智慧实干型人才;亚信第三任CEO张醒生是一位能够把这条路的交通管理得畅通无阻的战略管理型人才。田溯宁、丁健引领的亚信创业团队走过了亚信生命的培育期与生长期,2003年4月8日张醒生从丁健手中接过帅印,带着亚信管理团队走进亚信生命的成熟期。他们是怎样在竞争的浪尖上创造了一个又一个意想不到?让我们走近亚信