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Articles by Fabien Hassan
Lessons from history I: Not so innovative financial innovations
This article is available in en de fr This is the first in a series of articles entitled “Lessons from history” which aim to provide some historical background to today’s financial issues. The writings of Joseph de la Vega show that “modern” financial features such as derivatives, short selling, proprietary trading and their confusing terminology were commonplace in 17th century Amsterdam.
Your Change Needs a Strategy
There is a strategy for change, odd as it may seem, that is organized around neither a clear end state nor clear means. This change is not driven by immediate moves that seem obviously good, nor by any target state, but by curiosity, of a kind that will be useful in the long run. We can call it “scouting and wandering.” “Wandering” may sound illegitimate in business. This is partly because we are conditioned to drive toward clear outcomes.
Facebook, Trust, and Referee Strategies – BCG Henderson Institute
This week, Mark Zuckerberg described the alleged misuse of Facebook data by Cambridge Analytica as a “major trust issue”. It provides a powerful reminder of a universal truth: every business is predicated on trust. We trust that what we ‘buy’ will do what it is supposed to and won’t be harmful: that drugs will help us get well, banks will keep our savings safe and so on.
The Case for Corporate Statesmanship
By Martin Reeves, Georg Kell and Fabien Hassan Published on pcghendersoninstitute.com 01/15/2018 In a December 2017 interview, Volkswagen CEO Matthias Mueller suggestedthat it is time to replace subsidies for diesel with incentives that support the electric vehicles: “I’ve become convinced that we should question the sense and purpose of the diesel subsidies.
Measuring and Managing Corporate Vitality
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How to Regain the Lost Art of Reflection
A famous but possibly apocryphal tale about Albert Einstein is that he dreamed up the theory of relativity when riding his bicycle. Warren Buffett is on record as saying that he reads for six hours per day and has very few scheduled meetings. Both of these examples stand in stark contrast to the ways in which most leaders use their time.
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