Word: wrongly
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...reason for the rejection, one French counter-terrorism official suggests it indicates the U.S. is still confused about how to confront the jihadist threat. "The Americans gave visas to the plotters of Sept. 11, but today refuse to give one to Tariq Ramadan," the official says. "What's wrong with that picture...
...know something to be true, it's already history," Williams says. A recent McKinsey & Company online survey and study found most executives are unhappy with their company's strategic planning. But it also found that corporate strategies often fail because managers are loath to admit they were wrong and make midcourse changes. Prediction software, Williams argues, makes it easier for executives to "accept uncertainty and move on." It also helps companies practice "strategic agility," a popular management theory endorsed by Donald Sull, a management expert at the London Business School. He argues that chaotic working environments frequently harbor hidden opportunities...
...climate continues to warm and catastrophic weather events increase, insurers will suffer or gain on the basis of their environmental-risk projections. If they get it wrong--as when many U.S. insurers were sideswiped by large-scale asbestos-pollution claims--or if they are blindsided by the kinds of terrorist attacks that simultaneously generate claims for lives and business lost and damage to real estate and infrastructure, they could find themselves insolvent...
...might think, from a corporate-coherence perspective, that insurers would coordinate their underwriting and investment strategies. You would be wrong. Traditionally, the underwriting and investment divisions of Big Insurance have been run as autonomous operations. "There's a real disconnect between the investment side and the acknowledgment of climate change," says Matthew Arnold, who tracks the U.S. insurance industry as a director of the consultancy Sustainable Finance...
...never been very good at firing people. I've been always very loyal to people, and loyal to a fault when somebody was starting to do the wrong things. I just let those people be in the company way too long, until the problem became bigger. I always liked somebody else to do the actual firing or letting go or having that difficult conversation, which I was never quite up to. I think the one time I actually did do it myself was when John [Reed, his co-CEO at Citi] and I decided to tell Jamie [Dimon, a Citi...