Opening a big beverage company for AB InBev (Anheuser-Busch InBev SA/NV) in an important city could be something usually done many times each year. Fortunately, it was important for Mexicans and Yucatecans as it became a recognition of the confidence and trust of a global company in Mexican people and workers.
New communication tools, born during the last decade and used largely in private lives, have pushed employees and employers to the idea that they can win time by using them in their enterprises.
Corporate treasury managers are facing the clear trend toward increasing complexity in their daily work. To a great extent, they are becoming closer to their bankers in their search for not only specific transactional or cash-management solutions but also for advice and support on the various issues they have in common.
As Jim Rohn, the American entrepreneur and motivational speaker, once said, the key to success in every venture is 20 percent skills and 80 percent strategy. With the explosion of technology-driven competition, there is no time in history like now
Peter Drucker, the author of The Practice of Management, originally published in 1954, was the first to coin the idea of “management by objectives” (MBO). According to Drucker, the manager of the future should have clearly defined objectives that employees and management both agree to uphold.
In the year 1710, England introduced a system in which teachers would be paid based on how their students performed in their respective subjects. While the system worked in boosting short-term performance, the long-term results were disastrous.
Taking on financial risks to earn a return is the business model around which banks earn a large portion of their profits. But nonfinancial risks (NFRs) present a different sort of challenge altogether.