Five years from now, how will companies use technology to compete and succeed?. To find out, the Economist Intelligence Unit, with sponsorship from PwC, surveyed over 600 senior executives worldwide, and conducted several in-depth interviews with business leaders and independent technology experts. The findings are analysed in depth in two white papers. We are pleased to offer them to you and we are ready to help you translate these insights into actionable strategy.

The study "CEE in 2020 - Trends and perspectives for the next decade", is based on a survey of some 320 managers in Central and Eastern Europe.

El enorme alcance de la crisis financiera internacional que hemos vivido desde 2007 exige plantearse en qué medida lo acontecido conllevará una transformación profunda del mundo financiero y sus principales actores. Con esta finalidad, el presente documento repasa los mecanismos que desestabilizaron los sistemas financieros y describe los cambios regulatorios que persiguen asegurar su buen funcionamiento en el futuro.

This issue of think: act CONTENT describes the main elements of the new Chinese management model to give you an idea about what is happening in China and at the same time provide you with food for thought about possible new solutions to your own problems.

As companies worldwide struggle to move beyond the great recession, many executives recognize the need to develop talent strategies to meet the demands of the 'new normal'. With key trends such as globalization and the aging workforce in mind, leaders need to find the right balance between economic realities and investment requirements as they position their companies for success in the next decade.

Another new year, another roller coaster of threats and opportunities. Trend Watching tend to focus on the latter as, amidst currency wars and defaulting nations, there are more opportunities than ever for creative brands and entrepreneurs to deliver on changing consumer needs. From Brazil to Belgium. No rest for the wicked in 2011!.

Many companies are having trouble filling their senior leadership positions and planning their workforce needs for the future, according to a new global report by The Boston Consulting Group (BCG) and the World Federation of People Management Associations (WFPMA).

El presente informe anual está formado por seis capítulos en los que se examinan desde las implicaciones que se derivan para las empresas españolas de los nuevos escenarios internacionales más allá del a crisis hasta los retos estratégicos y organizativos con que se enfrentan las empresas en proceso de multinacionalización y la forma concreta en que las empresas multinacionales españolas toman en consideración y evalúan el riesgo país en economías emergentes.

En este artículo se analiza el crecimiento de la empresa Nokia, líder mundial en telefonía móvil, usando como método el propuesto por Canals (2000), quien define un modelo de crecimiento corporativo basado en cinco factores básicos (contexto interno y externo, concepto de negocio, recursos y capacidades y decisiones de inversión estratégica), realizando así un análisis completo.

How do companies fan the flames of innovation by tapping into the creativity of their existing employees? What are some practical strategies to foster a culture of innovation from within?

They asked some of the world's best entrepreneurs to share their views and insights on the importance of innovation on their company's success. Results indicate that the ability to manage, organize, cultivate and nurture creative thinking is directly linked to growth and achievement.

At a time when entire economies and industries are reeling from the financial crisis, business leaders are struggling to balance the near-term needs of survival with the long-term demand to find new sources of growth. Never has the need to innovate and be entrepreneurial been more urgent.

The pharmaceutical industry is in the midst of a substantial transformation, with WC management frequently cited as a critical element of this change. The latest findings for 2009 reveal an overall deterioration in WC performance compared with 2008. The top 14 US and European pharmaceutical companies may have up to US$37b tied up unnecessarily in working capital. How can pharma companies correct this?.

Some executives remain overwhelmed by the well-documented "data deluge" - 60% still say they "have more information than we can effectively use." But research now shows that leaders of the smartest organizations have moved past "overwhelmed" and are already capitalizing on increased information richness and analytics to gain measurable competitive advantage.

In an era of increasing connectivity and intensifying public scrutiny, trust is the lifeblood of any organisation - a critical asset in ensuring a business's long-term survival and success. The aftermath of the recent financial crisis has demonstrated both the vital importance of trust, and the severe consequences to economic prosperity when it is undermined by perceived untrustworthy behaviour.

US chemical companies are redefining their traditional role as chemical producers and literally reinventing themselves as the global industry's leading science and technology companies for the 21st century.

El gobierno corporativo ha evolucionado muy positivamente en España. Los dos aspectos más representativos de esta positiva evolución han sido la incorporación de consejeros Independientes y la mayor información acerca del Consejo de Administración y su funcionamiento tanto en términos de transparencia informativa como de cantidad de información facilitada.

Corporate boards face a significant challenge in picking the right candidates for CEO succession. To give boards guidance based on real evidence, Spencer Stuart conducted extensive analysis on S&P 500 company performance. This article details the results, which showed that insiders and outsiders performed about the same overall - but that the wisdom of choosing one or the other varies significantly depending on the health and competitive position at the time of succession.

La cesión de la dirección y propiedad de una empresa familiar a una nueva generación puede ser un episodio turbulento y emocionalmente difícil, tanto para la familia como para el negocio. Pero si se gestiona bien, este proceso ayuda a sentar las bases de un éxito duradero.