Seven surprises for new CEOs

As a newly minted CEO, you may think you finally have the power to set strategy, the authority to make things happen, and full access to the finer points of your business. But if you expect the job to be as simple as that, you're in for an awakening. Even though you bear full responsibility for your company's well-being, you are a few steps removed from many of the factors that drive results. You have more power than anybody else in the corporation, but you need to use it with extreme caution. In their workshops for new CEOs, held at Harvard Business School in Boston, the authors have discovered that nothing--not even running a large business within the company--fully prepares a person to be the chief executive. The seven most common surprises are: You can't run the company. Giving orders is very costly. It is hard to know what is really going on. You are always sending a message. You are not the boss. Pleasing shareholders is not the goal. You are still only human. These surprises carry some important and subtle lessons. First, you must learn to manage organizational context rather than focus on daily operations. Second, you must recognize that your position does not confer the right to lead, nor does it guarantee the loyalty of the organization. Finally, you must remember that you are subject to a host of limitations, even though others might treat you as omnipotent. How well and how quickly you understand, accept, and confront the seven surprises will have a lot to do with your success or failure as a CEO.     

Global modelling revisited

Reasons for the great impact of World Dynamics and Limits to Growth include their addressing the correct audience (the public), and the ability of systems dynamics clearly to handle and communicate information on complex and often little understood areas. Modelling projects should usually be global or national (not regional), draw heavily on mental and not just written and numerical databases, and have time horizons of perhaps 100 years. Sadly, critics of Worlds 2 and 3 have yet to come to grips with the fundamental messages presented there, although these messages are becoming increasingly vital.     

Images in pathology: Alzheimer's disease

The review describes the histopathology and pathophysiology of Alzheimer's disease.     

Investitionsvolumen und Herausforderungen eines nationalen Glasfaserausbaus in Deutschland

Der fl?chendeckende Glasfaserausbau in Deutschland ist mit hohen Kosten verbunden. Insbesondere die Anschlüsse in dünn besiedelten Gebieten lassen die Kosten steigen. Die Autoren berechnen verschiedene M?glichkeiten der Kostenaufteilung.     

再见,祝你好运,下周见

这是公司发展史上策划最周详的过渡之一.两年前,微软公司董事长比尔·盖茨宣布,他将放手在这家他与别人共同创建的公司的日常管理责任,把更多的时间投入慈善事业.从那以后,盖茨和微软公司首席执行官史蒂芬·巴尔默提拔了那些将会接替盖茨,为微软公司开发技术、战略和远景的人.     

Changes in Indirect Taxes in Australia: A Dynamic General Equilibrium Analysis

Over the last thirty years, the effects of indirect taxation changes have been analysed using comparative static general equilibrium models. We use a new method to analyse current changes in Australia's indirect taxes: dynamic computable general equilibrium modelling. Comparative static methods compare the situation in a given year (usually unspecified) with and without a policy change. The dynamic method shows the effects of a policy change through time. Comparative static methods are usually restricted to estimates of long-run changes in allocative efficiency. The dynamic method provides information not only on efficiency but also on adjustment processes, including variations in employment. With our dynamic method, the effects of policy changes are analysed as deviations from explicit forecasts. We find that these forecasts are important for the policy results. For Australia's current set of indirect tax changes, our main conclusions are (i) the short-run employment effects depend critically on the wage response; (ii) merchandise exporters benefit but tourism is harmed; and (iii) the long-run welfare effectsare likely to be negative, reflecting a decline in the terms of trade and increased compliance costs.     

Transforming the NHS: what chance for the new government?

This paper reviews Labour's record on the NHS since the 1997 general election. The record shows increased financial investment especially since 2002, coupled with a marked centralisation of strategy and management which is proving counter-productive to further modernisation.