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差一点翻不过来了 哈哈哈哈 不好意思哦 标题没贴 可以自己DIY 也可以根据链接看看 其实标题还好啦。。。。。
Part I: Speed [速度]
[Time 1]
Japan's Slow Growth Buys Abe Time on Tax DecisionAt first glance, today’s disappointing GDP figures from Japan might seem a setback for Japanese Prime Minister Shinzo Abe’s efforts to jump-start the moribund economy. Growth was just 2.6 percent in the second quarter, well below the 3.8 percent growth of the first quarter and falling short of the 3.6 percent growth that was the median of 32 estimates, according to Bloomberg News. The slower-than-expected growth is a sign that the days of Abenomics’ easy gains are over. Since returning to the prime minister’s office last year in a landslide victory for the Liberal Democratic Party, Abe has succeeded in weakening the yen, opening the spigots at the Bank of Japan, and boosting corporate profits among many Japanese companies. “There’s been an enormous amount done on sentiments and expectations,” Kit Juckes, global strategist at Société Générale (GLE:FP), said on Bloomberg TV today after the release of the second-quarter GDP figures. “There may be something of a lull, pause, hangover after the first rush of everybody saying we’ve all decided to go out and spend more.”
“You can get a bit of a down after six months of doing that,” he added, “and I wouldn’t be that surprised it that’s what we’re going to see.”
There are some bright sides to today’s news, though. The growth may not have been as strong as many people had predicted, but 2.6 percent is “still respectable,” Izumi Devalier, HSBC’s (HBC) Japan economist, wrote in a report.
（242）
[Time 2]
Besides, if the economy isn’t growing as quickly as people had expected, Abe may be able to get out of a tricky predicament. He has said Japan next year should raise its consumption tax, currently at 5 percent, to address the country’s massive budget deficit (which last week hit a high, topping a quadrillion yen for the first time). Abe hasn’t made a final decision yet on when the tax increase would go into effect and how big the increase would be. People have been expecting a two-phase increase, with the tax going to 8 percent in the first year and to 10 percent after that.
A Japan enjoying the first flush of Abenomics might be able to sustain that kind of tax increase without the economy suffering a major setback. But a Japan that’s back to sluggish growth is another story. By pushing through a big tax increase, Abe would be “putting the handbreak on at the same time [he is] flooring the accelerator,” Nicholas Smith, Tokyo-based strategist at CLSA Asia-Pacific Markets, told Bloomberg TV today.
It’s possible the disappointing GDP will give Abe room to back out of his tax hike pledge, Smith added. “I don’t think he will but at the moment it seems there’s a bit of a wobble there.”
If nothing else, today’s numbers are likely to make Abe wait for more data before making a decision. Probably that means no news until October. “Ultimately, we expect the Prime Minister to go ahead with the VAT hike as planned, but increasing noise around the issue suggests that the LDP and Cabinet remain divided on the issue,” HSBC economist Devalier wrote. （275） Source: http://www.businessweek.com/articles/2013-08-12/japans-slow-growth-buys-abe-time-on-tax-decision
[Time 3]
Working Backwards to Unleash Your Creativity Most people think innovation starts with a well-defined problem, and then you brainstorm a solution. Try the opposite: Work backwards by taking an abstract, conceptual solution and finding a problem it can solve. By constraining and channeling our brains, we can make them work both harder and smarter to find creative solutions—on demand. Start by taking a product, concept, situation, service, or process and break it into components or attributes. Using one of the five techniques below, manipulate the components or attributes to create new concepts.
Subtraction: Remove a component, preferably an essential one. Royal Phillips Electronics (PHG) created the Slimline DVD player by removing the LCD panel and controls and placing them on the screen of the attached TV, allowing the unit to be shrunk dramatically.
Division: Divide a component or the product itself physically or functionally, then rearrange it. Google (GOOG) Circles was devised as a way to divide your friends into relevant groups, such as college friends, family, neighbors, and co-workers.
Task Unification: Assign a component an additional job, perhaps stealing the job of something around it. Samsonite made a college backpack with straps that also massage. The straps press into the wearer’s shoulders at strategically located shiatsu points to provide a soothing massage sensation. The heavier the books, the deeper the sensation and the more stress relief for the wearer.
Multiplication: Make a copy of a component, then change it in a significant way from the original. Procter & Gamble (PG) came up with the NOTICEable Air Fresher by doubling its spray capacity. The air freshner has two different scented sprays that pulse in a sequence, so your nose does not get used to one fragrance.
Attribute Dependency: Create a correlation (or break an existing one) between two attributes of the system and/or its environment. Apple (AAPL) has patented “smart shoes” that have embedded sensors to track your activity and tell you when you need a new pair. As the shoes wear down, an app will send a signal to buy new ones.
Creativity is not a gift that you either have or don’t have from birth. It is a skill that can be learned and mastered by anyone. In that way, creativity is not that different from other skills: The more you practice, the better you’ll be.
（383）
Source：http://www.businessweek.com/articles/2013-08-12/working-backwards-to-unleash-your-creativity
[Time 4] What Do Traders in Emerging Markets Want? Just Ask Them
It was not hard to distinguish the sociologists from the financiers. The sociologists had beards. On Friday, in a hall above the New York Stock Exchange where mayors and capitalists once ate breakfast together, about 50 academics gathered to discuss the sociology of market microstructure, or why financiers do what they do.
For the last 70 years, we have looked to economists to explain how markets work. The kind of economics popular among graduate programs has focused on what academics call “quantitative” data, which you might call “numbers.” Other social sciences have been left with “qualitative” data, or “talking to people.” Sociologists, with their tradition of interviews and ethnographic studies, know how to talk to people. I was told once (by an economist) that the quickest way to offend an economist is to call him a sociologist. Both disciplines, though, poke at the same problem: How do people make decisions? What emerged from sociology day at the NYSE was that talking to people is a good way to move forward when the numbers alone leave you stuck with more questions. Aaron Pitluck, who focuses on the sociology of finance at Illinois State University, presented research he’d conducted among brokers and portfolio managers in Malaysia that suggested answers to a question that has eluded economists. Foreign investors in developing markets “crowd” in and out of trades. They move together. But every trade needs a counterparty. You can’t sell unless someone’s buying, and counterparties are even more crucial in a small market that hasn’t got a lot of liquidity. Economists had noticed that local portfolio managers sometimes made the same trades as the foreign investors—and sometimes took the foreign trades, acting as counterparties. But economists didn’t know why. So Pitluck went to ask some questions. (294)
[Time 5]
Through 90-minute interviews with 40 Malaysian brokers and portfolio managers, Pitluck discovered that locals think almost all foreign investors are idiots. (My word, not his.) While Malaysian investors closely watched foreigners in their own markets, in no case did any of Pitluck’s subjects make a trade because a foreign investor had. Foreigners weren’t distinguishing among companies, only buying baskets of the 20 largest companies to increase or decrease their exposure to the entire country. “I mean,” said a local, “they are not serious investors!” Portfolio managers in Malaysia know well that crowds of foreigners lag the local market. This leaves open an opportunity to move as the stock does, on the often correct assumption that foreigners won’t jump in until after a swing is well underway. “[Foreigners] are always late in the game,” said a broker, “by the time [the foreigner] thinks that Malaysia is actually investable, we’ve probably run another hundred points. So we always laugh—when the big foreign fund managers get back in, the locals get out.” But this doesn’t explain why locals sometimes trade with foreigners. Pitluck discovered that a few large international funds had earned the respect of the Malaysian market; even then, these were seen not as sophisticated investors to mimic, but as providers of a further piece of information. Just because two people make the same trade at the same time, they’re not necessarily making it for the same reason. Foreign investors, managing their own exposure to the Malaysian ringgit, might come to the same conclusion on a stock as a local investor while looking at the effects of a currency swing on local exporters. Pitluck closed his presentation at the stock exchange with a plea for econometricians (the economists who focus most closely on numbers) to take a closer look at qualitative methods. There were no econometricians in the room, but after the conference a couple of sociologists stood talking at the door of Bobby Van’s, a Wall Street bar. A financier, or at least a guy without a beard in a nice suit, made a close study of their behavior. He wanted a drink. “Keep moving inside,” he ordered, “don’t stop to talk.” (362) Source: http://www.businessweek.com/articles/2013-08-13/what-do-traders-in-emerging-markets-want-just-ask-them#r=nav-r-story
Part II: Obstacle [越障]
Nearly eight out of 10 executives say diversity is increasingly important in helping them achieve business goals — and they're demonstrating strong support for it. There are external social and legislative pressures driving this emphasis, but the bottom line is that diversity is good for business. CEB research found that in a more diverse and inclusive workforce, individual discretionary effort improves by 12%, the number of people who say they intend to stay at their firm increases an average of 20% and fully 50% more employees say they are committed to their team and that their teams collaborate well.
So it's no surprise that even during the economic downturn, organizations tended to maintain or even slightly increase their budgets for such diversity and inclusion initiatives as mentoring programs, training, affinity groups, diversity councils, and scorecards. Our research shows that 74% of employees are aware that their companies are working to promote diversity and inclusion in the workforce. But most also say that don't see much effect from these efforts. That means organizations are making potentially massive investments to gain only marginal improvements. Few organizations have succeeded in creating highly diverse and inclusive workforces. What's going wrong? The CEB research indicates that one of the key problems is that qualified, diverse candidates are not getting due consideration for leadership roles, owing to unconscious (and sometimes conscious) bias in hiring and promotion decisions. Leading companies suggest that the answer to this difficult and age-old challenge is not to try to purge all biases but rather to lead as an organization in implementing mechanisms or processes to neutralize biases in selecting for key talent management positions. How can you neutralize bias in situations where a candidate's gender, ethnicity, age, or other identifying characteristics cannot be concealed and managers feel they know everyone? At Duke Energy, managers and HR representatives identify slates of potential successors for specific positions through a process that helps ensure objectivity. Managers submit a list of candidates for designated positions. HR analyzes the fit of designated successors for a position based on matching the detailed position profile and the candidate's talent profile. Then HR runs a query for alternative qualified successors based on the position profile, and candidates from both lists are considered in all talent reviews. The goal of this effort is to ensure the successor slate includes only viable candidates and that all qualified candidates are being included, even those not known to the hiring manager. And what about in cases where the company is so big that knowing all candidates is impossible? At Mexico-based CEMEX, one of the largest cement producers in the world, rapid growth and international acquisitions made it impossible for managers to keep track of the knowledge and skill sets of the organization's employees. This lack of information made it difficult to make informed, objective decisions for succession planning and leader career development. CEMEX created a data-driven tool that helps identify the best-qualified set of candidates for open leadership positions. It assesses four major families of factors in a leader's profile — knowledge, experience, performance and potential, and personal profile — all weighted to reflect the relative importance of each factor for successful performance at a specific level. These leader profiles are created through a rigorous process that includes a 360-degree review, a performance and potential assessment, a personal-profiling exercise, and an emotional intelligence test. Every leadership position has a position profile that details the requirements for success, developed in part from an interview with the incumbent. By matching leader and position profiles, the tool performs a very sophisticated fit analysis of candidates for open positions. A valuable aspect of this tool is that it allows CEMEX to conduct real-time succession planning. All of this information is contained in a database and run off of a search engine. Just enter a position title, and the system will identify the currently most qualified successor candidates throughout the organization. "Objective-fit analysis" tools (such as these developed by Duke Energy and CEMEX) mitigate the natural biases — conscious or unconscious — that affect leadership choices and could limit the pool of qualified diverse talent in leadership pipelines. Organizations need to lean in to the reality that given the business benefits of a diverse workforce, as well as the importance in getting the right fit for the most challenging roles, the typical review of names and faces is just not the best way to get the right man or woman for the job. (740） Source http://blogs.hbr.org/cs/2013/08/a_fairer_way_to_make_hiring_an.html | 
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发表于 2013-8-15 00:19:42
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uantitative and qualitative.