Knowledge@wharton

It sounds like something from a futuristic TV thriller: American spies thwarting a terrorist plot through a shared online community modeled after Wikipedia the free user-created web-based encyclopedia. But Anthony D. Williams co-author of the new book Wikinomics: How Mass Collaboration Changes Everything recently told a conference at Wharton’s Mack Center for Technological Innovation that this online community of spies already exists -- along with a host of other activist-oriented web sites that are changing the rules of the global economy. See acast.com/privacy for privacy and opt-out information.

All companies from major multinationals to start-ups face a common challenge: how to keep growing. These firms find it difficult to sustain growth because they become risk averse opting for safer incremental product and service improvements instead of more rewarding but riskier major initiatives according to a study by Wharton marketing professor George S. Day. Companies Day says need to better understand the risks inherent in different levels of innovation and achieve a balance between BIG I innovation and small i innovation. See acast.com/privacy for privacy and opt-out information.

Stephen A. Schwarzman CEO and co-founder of The Blackstone Group was doing sit-ups and watching CNBC when he suddenly heard his name mentioned on air. It was a signal to him that the private equity business had gone ”into a weird zone of visibility.” Schwarzman David A. Brandon chairman and CEO of Domino’s Pizza and Timothy Draper the Silicon Valley venture capitalist examined the recent explosion in private equity deals and discussed its impact on business and investors at the recent Wharton Private Equity and Venture Capital Conference. See acast.com/privacy for privacy and opt-out information.

It’s a common occurrence in Corporate America: An entrepreneurial founder starts a successful business builds it to a certain size and hands it over to a CEO to run. But then when things don’t go well the founder steps back in to take direct control of the organization. That essentially is what happened last week when Michael Dell returned to become the CEO of Dell replacing Kevin Rollins. What will it take to turn Dell around? Wharton management professor Peter Cappelli is the director of the school’s Center for Human Resources. He spoke with Knowledge at Wharton about these issues. See acast.com/privacy for privacy and opt-out information.

Last May Knowledge at Wharton spoke with John Paul MacDuffie a management professor at Wharton and co-director of the International Motor Vehicle Program about the state of the auto industry. It seems that not much has changed since then except maybe for the worse. 2006 was the first year since 1991 that Detroit’s Big Three were all in the red. Ford’s situation seems direr than ever; Chrysler which was profitable until mid 2006 is now preparing a restructuring plan to roll out this month; and Toyota has claimed the number-two spot in the U.S. auto market just behind GM. Knowledge at Wharton asked MacDuffie whether he expects any surprises or new strategies in 2007. See acast.com/privacy for privacy and opt-out information.

According to some industry estimates fantasy sports is now a $4 billion industry and growing quickly. What is fantasy sports who provides fantasy sports platforms what are the most popular fantasy sports and -- coming off the Indianapolis Colts’ recent Super Bowl win -- can we assume there will be a Super Bowl for fantasy football or for baseball basketball or hockey? Knowledge at Wharton asked Kent Smetters professor of insurance and risk management to bring us up to speed on the future of this industry. See acast.com/privacy for privacy and opt-out information.

On February 2 a long-awaited report from the Intergovernmental Panel on Climate Change (IPCC) was released citing ”unequivocal” proof of global warming. Meanwhile some of the biggest corporations in the world including Wal-Mart Ford General Electric and BP have adopted highly visible ”green” strategies. But what does ”going green” mean for the bottom line? Whether motivated by desire to do what is right or to polish their public image and fend off government regulation companies can profit from environmental initiatives according to Wharton faculty and analysts. See acast.com/privacy for privacy and opt-out information.

When Mike McCue founded Tellme in 1999 its initial product was a voice-driven information service what might be termed a ”voice portal.” Today the company’s voice-recognition systems power directory assistance services from AT&T Verizon and Cingular along with automated 800-number customer help lines at companies like Merrill Lynch and Federal Express. But McCue still harbors dreams of a broader voice-driven web one which will provide consumers with new ways of using the phone to interact with the universe of information. He discussed this vision and others during a recent interview with Knowledge at Wharton in Tellme’s Mountain View Calif. offices. See acast.com/privacy for privacy and opt-out information.

Microsoft’s Vista operating system should give the company a revenue stream that will run for years but experts at Wharton say the January 30 launch of the consumer versions of Microsoft’s flagship software may be among the last of its kind -- a product sold for a flat fee in a shrink-wrapped box. Indeed many wonder if the software business model that has made Microsoft so dominant may begin to fade as new software business models -- from open source to advertising supported -- gain increasing traction. See acast.com/privacy for privacy and opt-out information.

Every week one financial services firm or another releases findings of its latest retirement study: Americans aren’t saving enough. Americans are saving too much. The savings rate is abysmal. People are borrowing against their homes to pay for luxuries and so forth. Who’s right? It turns out not surprisingly that the future is hard to predict and that many calculators designed to make those predictions are flawed in their basic assumptions. Wharton experts try to help navigate the challenges of planning for retirement. See acast.com/privacy for privacy and opt-out information.

This year’s convening of The World Economic Forum in Davos Switzerland brought together approximately 2 400 corporate executives heads of government and leaders of organizations like the World Bank and Human Rights Watch to debate issues ranging from global warming to the rise of the Internet and the future of the Middle East. Michael Useem director of Wharton’s Center for Leadership and Change Management attended the five-day event. He offers his report on what he calls Davos’ ”culture of transcendent leadership ” which he defines as ”a willingness by those with company or country responsibilities to make decisions that benefit those far beyond the decision maker’s own organization or nation.” See acast.com/privacy for privacy and opt-out information.

2006 set a record for mergers and acquisitions worldwide. Deals totaled $3.79 trillion 38% higher than in 2005 and 55 of the transactions were valued at more than $10 billion each according to data from Thomson Financial. Private equity firms were major movers in this trend responsible for 20% of global M&A activity and 27% of activity in the U.S. according to Thomson. How long will this M&A binge continue and when it does come to an end what will be the factors behind the retreat? Knowledge at Wharton asked management professor Harbir Singh an expert on corporate acquisitions and restructuring to offer his views on the M&A landscape. See acast.com/privacy for privacy and opt-out information.

The U.S. economy may be getting stronger but that doesn’t mean interest rates will go up when the Federal Reserve meets next week on January 31. According to Wharton finance professor Jeremy Siegel interest rates should hold firm at their current level for quite a while. In an interview with Knowledge at Wharton Siegel discusses the current balance ”between strength and moderate inflation ” where the housing market is headed and why investors should be cautious about emerging markets like China which ”looks like a bubble.” See acast.com/privacy for privacy and opt-out information.

Announcements at the Consumer Electronics Show and Apple’s MacWorld conference both held earlier this month heralded the arrival of a number of products at the center of technology convergence trends. Among the most eagerly awaited are Apple’s iPhone -- which brings together the capabilities of a cell phone and an iPod music player along with other features associated with personal computers -- and Apple TV which allows users to play the movies and TV shows they download from iTunes on their big-screen TVs. But are computer companies like Apple hitting the right notes? Wharton marketing professor Peter Fader spoke with Knowledge at Wharton about whether iPhone Apple TV and other products are delivering features that consumers really want or if this is simply technology in search of a market. See acast.com/privacy for privacy and opt-out information.

Business has long been likened to warfare according to Wharton marketing professor Scott Armstrong so it is hardly surprising that companies strive to beat their competitors and wrest away as much market share as possible. But such efforts not only waste time and energy they can actually be detrimental to the firm’s profitability according to Armstrong. Based on new research and examples from today’s business environment Armstrong and co-author Kesten Green suggest that overemphasis on market share is the wrong approach. See acast.com/privacy for privacy and opt-out information.

Do your Hindu Sikh and Jain coworkers need a three-day weekend in November to celebrate Diwali? Have you ever asked Muslim employees to help design products destined for a Southeast Asian market? Did you know one colleague urging another to accept Christ as a personal savior is a legally protected act? In the world of corporate diversity and inclusion first there was race then gender and ethnicity then sexual orientation. Now religion is knocking at the door and according to some experts and practitioners it isn’t likely to go away anytime soon. See acast.com/privacy for privacy and opt-out information.

There’s a saying in show business: Never follow an animal act. Yet that was the tough task facing Mitchell Caplan CEO of E*Trade Financial Corp. when he took the floor to deliver a speech at Wharton -- with the audience still laughing over a clip from a notorious E*Trade ad that aired during the 2000 Super Bowl. Caplan didn’t falter however and went on to discuss how he had helped rescue a company that four years ago seemed on the brink of extinction. See acast.com/privacy for privacy and opt-out information.

The sports world went into overdrive this month when it was announced that soccer star David Beckham had signed a landmark five-year sports contract worth an estimated $250 million to play soccer with the Los Angeles Galaxy. But what many Wharton sports and marketing experts are wondering is whether Beckham can live up to the hype surrounding the deal and produce enough star power to not only boost the team’s revenue but also raise the profile of Major League Soccer in the U.S. See acast.com/privacy for privacy and opt-out information.

Apple’s name change from Apple Computer to Apple on January 9 highlights the company’s new reality: CEO Steve Jobs’ strategy today revolves around converged consumer devices much more than around personal computers. How successful will this new strategy be in the face of competition from Microsoft Sony Motorola Samsung Nokia and others who are looking to dominate the digital convergence domain? See acast.com/privacy for privacy and opt-out information.

These days almost every company worth its balance sheet insists that it invests in ”innovation.” But does it make or lose money on these investments? That is the question that James Andrew and Harold Sirkin tackle in their new book titled Payback: Reaping the Rewards of Innovation. According to the authors who are senior vice presidents and directors of The Boston Consulting Group a new idea is just an invention -- and not a true innovation -- unless it generates financial returns. In an interview with Knowledge at Wharton Sirkin discusses the challenges companies face as they seek to innovate and -- hopefully -- make a few bucks along the way. See acast.com/privacy for privacy and opt-out information.