The Seven Deadly Sins of the Market

As if last week’s (week ending 23 September 2011) turbulence on the world’s stock markets wasn’t enough of an emotional rollercoaster for millions of market participant’s, we will offer only one bit of reflection this morning on the market conditions. Remember, the markets live, breath and die by the age old human conditions (seven deadly … Continue reading The Seven Deadly Sins of the Market

The Credit Quake of 2008 – 2009 (Revisited)

We were reminded today of a blog post we made on 21 October 2009 we made regarding the Credit Crisis of 2008 - 2009, at the time. Some of the lessons learnt and discussed there are still relevant today, especially our comment regarding the fact that the Credit Quake would have 'after shocks' for a … Continue reading The Credit Quake of 2008 – 2009 (Revisited)

The Economics of Social breakdown

How do we define the state of our nation at the moment? For a little while now we have been experiencing an 'unease' with the communication revolution and the disparate nature of communication tools at our disposal. On the surface it would appear that what is happening is that rather than bind together a society … Continue reading The Economics of Social breakdown

A sigh of relief?

Some say that in life timing is everything... And so too it is with economics.  We don’t yet have a fully developed and ‘mature’ [in terms of life-cycle] grasp of the impact of timing with leads and lags in the economy in general. Yes, we have very sophisticated and advance models, analytics, knowledge management, quantitative … Continue reading A sigh of relief?

Continuing conversations in Friction Costs: Increased Friction Costs II

A few weeks ago we published what seems like our most popular blog article to date, namely Increased Friction Costs. As it has been our most read article, we thought we might continue to build on the theme of Economic Friction Cost.   Williamson (1993) published some work on Transaction Cost Economics (TCE) in a book … Continue reading Continuing conversations in Friction Costs: Increased Friction Costs II

Short-sighted: Actor behaviour in the market for competitiveness

Competition has to be guided, controlled and focussed. How do we manage this process and in addition attract talent to sustain organisations deep into the 21st Century?