|
Annual 2010 - New strategic behavior |
|
 The financial crisis may not end the capitalistic system, but it lays bare that the dominance of economic values, blind profit maximization and shareholder value, no longer is accepted. The increasing power of citizens to organize themselves effectively through social media will be used to discipline corporate behavior where governments no longer have the power to do so. Corporate social responsibility is forced on the agenda by NGOs and ad-hoc self-organized groups of stakeholders.
This NNC Annual explains how corporations can integrate corporate social responsibility into their systems and processes of internal governance.
|
|
Annual 2009 - Crossing the Threshold |
 In 2008 Nolan, Norton & Co. (NNC) celebrated its twentieth anniversary in the Netherlands. A fitting occasion to ask the question: what changed in these twenty years, how did we respond to these changes and did and do we understand theses changes?
|
|
Annual 2008 - About Business Fundamentals |
 Adaptability of a business to changes in the environment is essential to successful continuity. Operational adaptability is a first requirement, no long term success without short term survival. The key question is how to exploit the business model to the maximum in the finite period of its success and at the same time prepare for a new business model. Increasingly, adaptations are needed which touch upon the fundamentals of business.
|
|
Annual 2007 - Executing Strategy in Turbulent Times |
 Executing strategy always has been far more difficult than strategic thinking. Most strategies are not properly executed, leaving firms with a performance gap. A number of changes in the business environment require that not only strategic thinking, but also that executing strategy has to be reinvented. The old sequence of strategic thinking, strategic planning and implementation has to be discontinued.
|
|
Annual 2005 - Growth, Governance and Organisation |
 The first task of good corporate governance is to ensure the growth of individual firms and nations. To achieve this, corporate governance should not restrict itself to effective internal control and risk management by the Executive Board, but that the Executive Board defines and executres an effective external control as well.
|
|
Annual 2004 - Fostering Execution |
 Until a few years ago we all experienced continuous growth and had high hopes for the New Economy. But 2002 and 2003 have shown a depressing overall business climate. As a consequence, many companies have stopped developing new strategies and innovating their business. Instead, CEOs focus on cutting costs and on operational excellence.
|
|
Annual 2003 - Creating Futures, Step by Step |
 Nolan Norton & Co. is proud to present the fifth Nolan Norton Annual. In this Annual our consultants express their views on the changing business climate, and provide "food for thought" for business executives.
For nearly ten years economic growth helped firms to overcome the costs of experiments and development of new strategies and operational practices. The economy however suddenly dropped into a recession or near recession.
|
|
Annual 2002 - Managing the Paradox of Growth |
 For a long time, the stability of corporations resembled that of Egyptian pyramids. In today's markets, stability can only be attained in a dynamic way. In the present economy, corporations can reach this stability through balancing between innovation on the one hand, and fostering a healthy going concern on the other hand.
|
|
|
|
|
Page 1 of 2 |
