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A 2016 round up on international trade

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CFO today, NED tomorrow?

A quick scan of Birgitta Kantola's career says enough about the breadth of non-executive opportunities for finance business leaders. Having served as the CFO of the International Finance Corp., the private arm of the World Bank Group, Ms Kantola's non-executive portfolio currently ranges from chairwoman of the finance and audit committee at Stora Enso, a Finnish forestry and paper firm, to member of the audit and compliance committee at SEB, a Swedish bank.

The Secret to Leading

Use your brain (and all of it).

Brave new world

Several major crises, from the financial panic that began in 2008 to sovereign distress in the euro zone, still cast long shadows over the global economy. Central banks in developed markets are resorting to ever more unconventional measures to stabilise their economies. While the outlook for emerging economies is  brighter, they too face their own set of challenges, from inflation to a continued dependence on exports to the West to drive growth.

MBA Programmes

In March 2013 the EIU will name its business professor of the year. Here, Bill Ridgers, The Economist's Business Education Editor and one of the judges, says that what universities and students want from a professor are two different things.

Cultivating business-led innovation

Cultivating business-led innovation explores how senior executives can promote a culture of innovation by empowering different business units. As the basis for the research, the Economist Intelligence Unit in April 2012 conducted a global survey of 226 senior executives. The respondents were based primarily in North America, Western Europe and the Asia-Pacific region (27% for each), with the rest from the Middle East and Africa, Latin America and Eastern Europe. Of the total number of respondents, 27% were from the US, 10% from India, and 8% each from the UK and Canada.

SMEs two views of growth

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Data vs instinct

"Data vs instinct: perfecting global sales performance" is an Economist Intelligence Unit report, sponsored by Oracle.

Managing investments in volatile markets

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The concept of managing tail risk as part of investors’ overall risk-management objectives is not new, but it has gained a considerable profile as a result of the major tail risk events that characterised the 2008-09 global financial crisis and subsequent market volatility. Both recent history and uncertainty about the future are reflected in changing attitudes to mitigating the impact of tail risk events, including raising levels of protection and reassessing the products and strategies used to protect portfolios.

Search for growth

In this report, produced by the Economist Intelligence Unit and sponsored by BNY Mellon, the vast and fundamental changes in the role of central banks since the 2008 economic meltdown. To better understand the challenges facing central banks in the post-recessionary period, the EIU conducted in-depth interviews with nine prominent economists, analysts and portfolio managers. These experts expressed a wide range of views. Some were especially critical of central bank action over the last four years. All had pointed opinions about the role central banks should assume in the future.

Legacy 2012

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