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Inc.
May 2005
Stephanie Clifford |
So many standards to follow, so little payoff Companies have spent a lot of money to comply with the International Organization for Standardization's popular management standards. It is difficult for entrepreneurs to obtain certification because of time and money constraints.   |
Inc.
May 2005
Mike Hofman |
In Defense of Chapter 7 Sensing that the system is being abused, Congress passed a bill in March to help creditors recover more debt from businesses that have filed bankruptcy. |
Inc.
May 2005
Laura Rich |
Seller's Market Even as the M&A market heats up, unloading a company gets trickier. |
Inc.
May 2005
Michelle Leder |
Come to Daddy Some of the world's biggest companies are putting their venture capital hats back on and looking for new start-ups to fund. |
Inc.
May 2005
Lora Kolodny |
Case Study His rock club was in ruins. His partnership was crumbling. Could Allan Fingerhut save his business and his friendship? |
Inc.
May 2005
Norm Brodsky |
Firing Carlotta If you have rules, you have to be prepared to stick with them-even when it's hard. When you have an important business decision to make, you have to put your emotions aside and look at the issue objectively. |
Inc.
May 2005
David H. Freedman |
Freeing Your Inner Think Tank New ideas are the lifeblood of any company. Here's how to keep them flowing. |
HBS Working Knowledge
May 9, 2005
Shapiro & Stevenson |
Hold or Fold? Sizing Up Business Risk Just three key elements can help you size up any option, be it a business or personal, according to this excerpt from Make Your Own Luck. |
HBS Working Knowledge
May 9, 2005
Martha Lagace |
The Zen of Management Maintenance: Leadership Starts with Self-Discovery Are you successful or a "success fool"? The most effective leaders realize they must first learn the skill of leading themselves. |
HBS Working Knowledge
May 9, 2005
Liker & Choi |
What Westerners Don't Know About Keiretsu Many U.S. executives believe that the keiretsu system -- leveraging shared business interests among a network of suppliers -- is inefficient and inflexible. So what do Toyota and Honda understand that they don't? |
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