Knowledge at Wharton

When Carleton (Carly) S. Fiorina joined Hewlett-Packard as its chairman and CEO in 1999 she was widely regarded as a charismatic leader who would help HP get out of its high-tech rut. Six years later however Fiorina has been forced out of her position at HP’s helm and the company is still languishing. What happened? According to Wharton professors while Fiorina has several strengths the merger she engineered with Compaq not only failed to deliver on its promises it actually made matters worse. Hosted on Acast. See acast.com/privacy for more information.

In his 1994 best seller Stocks for the Long Run Wharton finance professor Jeremy Siegel showed investors that stocks rather than bonds or cash are the most profitable long-term investments and he endorsed index-style investing. But investors wanted to know more. ”I gave scores of talks across the country on Stocks for the Long Run ” Siegel recalled recently. ”The two questions I received most were: ’Which stocks for the long run?’ and ’What about the age wave and the baby boom?’” Siegel’s response was voluminous research for his new book The Future for Investors: Why the Tried and True Triumph Over the Bold and the New. Some of its conclusions surprised even him. Hosted on Acast. See acast.com/privacy for more information.

The days when an executive could look forward to a leisurely retirement out on the golf course are over thanks to a possible looming job shortage a graying population low savings rates and an insecure Social Security system. The impact of these factors on both workers and companies was the subject of the Symposium on Older Workers co-sponsored recently by the AARP Global Aging Program along with Wharton’s Center for Human Resources and Boettner Center for Pensions and Retirement Research. Speakers included AARP CEO William D. Novelli Olivia Mitchell executive director of Wharton’s Pension Research Council and Thomas Dowd a deputy assistant secretary at the U.S. Department of Labor. Hosted on Acast. See acast.com/privacy for more information.

In a new study that compares Fortune 100 executives in 1980 with their counterparts in 2001 Peter Cappelli director of Wharton’s Center for Human Resources and colleague Monika Hamori document what many CEOs and other senior managers have no doubt already witnessed: The road to the executive suite and the characteristics of the executives who get there have changed significantly over the last two decades. Among the researchers’ findings: Today’s executives are younger more likely to be female and less likely to have Ivy League educations. They get to the executive suite faster than ever hold fewer jobs along the way spend about five years less in their current organization before being promoted and are more likely to be hired from the outside. Hosted on Acast. See acast.com/privacy for more information.

The stock market rises and falls based on investors’ perceptions about how the economy is doing. CEOs make investment decisions -- opening a new plant hiring more workers -- based on their expectations about how markets will perform in the future. How can they keep tabs on whether their expectations are realistic? Bernard Baumohl author of The Secrets of Economic Indicators provides some insights into how investors and CEOs alike can pick up on statistical signals about the economy. Hosted on Acast. See acast.com/privacy for more information.

There’s a new marketing catchphrase that’s getting rave word-of-mouth reviews. From articles in the popular press to conversations in the classroom huge companies to boutique marketing firms suddenly it seems you can’t talk about new products without addressing ’buzz marketing.’ ”People are buzzing about buzzing ” says Wharton marketing professor Barbara Kahn who adds along with others that word-of-mouth marketing has long been recognized as a way to influence consumer behavior. What’s new about buzz marketing is the structure and hype surrounding it and the attempts to measure its effectiveness on sales. Hosted on Acast. See acast.com/privacy for more information.

Marketers are happy speaking their own language replete with jargon like ”awareness ” ”share of requirements” and ”customer satisfaction.” Such terminology works fine in the marketing department and with the advertising professionals who execute marketing plans. But there’s a translation problem between that language and the language of profitability and stock price which is the mother tongue of corporate CEOs. ”CEOs want to know what a 5% increase in customer satisfaction will do for the bottom line ” says Wharton marketing professor David Reibstein who talked about ”Linking Marketing Metrics to Financial Consequences” at the Wharton Marketing Conference on October 15. Hosted on Acast. See acast.com/privacy for more information.

Wharton management professor Michael Useem director of the school’s Center for Leadership and Change Management notes that one of the key mantras in corporate crisis management is: ”Hide nothing tell all.” Less than a week after Merck & Co.’s voluntary withdrawal of its blockbuster arthritis pain medication Vioxx following an extended clinical trial that linked the drug to heart attacks and strokes the jury is still out on whether the pharmaceutical giant followed this cardinal rule. Wharton professors debate Merck’s response to the crisis and the impact of the recall. Hosted on Acast. See acast.com/privacy for more information.

Last week Microsoft unveiled the new version of its Windows Media Player firing the opening shots in a long-anticipated battle against Apple Computer for supremacy in the online music business. Both companies are targeting the fast-growing market whose sales are expected to be $270 million this year but could grow to $1.7 billion by 2009. Experts at Wharton and elsewhere say that for now Apple whose iTunes music service commands a 70% market share has an impressive lead. Over time however two strategic issues make Apple vulnerable to being dislodged by Microsoft or other rivals. Hosted on Acast. See acast.com/privacy for more information.

Imagine that you have been assigned to a six-person team in your company and asked to complete a top-priority project on a very short deadline. Some of the people have never worked together before team members change every hour or so leadership constantly shifts between three different individuals and any mistake could have disastrous even fatal consequences for the project. Wharton management professor Katherine J. Klein spent 10 months studying such teams in action at the Shock Trauma Center in Baltimore Md. Her research presented in a new co-authored paper suggests a novel view of leadership different from that offered in traditional leadership models. Hosted on Acast. See acast.com/privacy for more information.