Executive Agenda
Spring/Summer 2008

Features

Growth for Its Own Sake Is... Overrated
A strategy of growth for its own sake is an addiction that's hard to break - and overrated, because it's not necessarily attuned to the actual drivers of profitable long-term growth. In fact, too much unchecked growth can sometimes destroy the very elements that make some corporations succeed.
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Transformation 2.0: Turning The Change Process Inside Out
Wikis, blogs and forums are the tools Generation Y uses to "talk" and build relationships - and companies are paying attention. They are beginning to use these same tools to energize and give voice to every person in the organizations. Where transforming a culture used to take months or years, now you can trigger breakthroughs in less than 72 hours.
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Management Agenda

JumpStart your Merger
A good merger, like a good marriage, requires clear communications and making good use of your time together. So setting up a "clean room" with a one-way flow of information is no way to manage a merger. An honest forum with both parties will give any merger a much-needed boost.
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Vertical View

Healthcare Out of Balance: How Global Forces Will Reshape the Health of Nations
Global forces are reshaping the healthcare industry, and many long-established social contracts between governments and citizens are being challenged in the process. As many deeply held beliefs begin to waiver, it's time to revisit the role of the state in healthcare.
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Connect the Dots
Success in telecommunications is more than knowing the next best technologies. It requires managing your businesses as a portfolio of assets and future options—making clear choices about where to compete, when to merge complementary businesses and how to manage the portfolio for growth.
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Research Reports

All Mergers Are Not Alike
Most mergers fail. That's a fact. After the merger, many companies cannot sustain their initial growth momentum. A.T. Kearney finds that the major cause for post-merger financial slowdowns is treating all mergers alike.
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Emerging Market Opportunities for Global Retailers
The annual A.T. Kearney Global Retail Development Index™ ranks 30 emerging countries on a 100-point scale—the higher the ranking, the more urgency there is to enter a country. In this year’s Index, Vietnam stole the spotlight from India and China.
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New Concerns in an Uncertain World
Foreign direct investment (FDI) continued to rise in 2007, and global investors are optimistic about the developing world. Six of the top 10 countries in A.T. Kearney’s FDI Confidence Index® are emerging markets.
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Balancing the Global Property Development Equation
Despite the headlines, the real estate market is wide open—not in the battered firstworld economies but in select emerging countries. Shanghai’s skyline, India’s office parks and Dubai’s designer islands all attest to burgeoning opportunities.
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