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Dangerous Markets: Managing in Financial Crises by Dominic Barton

By Dominic Barton

Opposite to standard trust, the authors suggest that roots of a monetary problem lie in microeconomic instead of macroeconomic elements. Their proof is convincing.

this can be a strong ebook for a person who desires to comprehend why the previous monetary crises occurred and the way to deal with them from either the general public and the non-public views. The authors additionally current the "ten indicators of a monetary challenge" in accordance with macroeconomic information that may be used as a suggestion to foretell a challenge in convinced economic climate. however the challenge is that they can't are expecting while it is going to happen.

The authors' target to "offer a few specific views, case examples, and useful strategies, and an actionable, strategic blueprint that our consumers can tailor to fulfill their particular wishes" is definitely awarded.

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Extra resources for Dangerous Markets: Managing in Financial Crises

Sample text

As losses started to mount, they found themselves short of cash to meet margin calls and faced with the possibility of unwinding many of their positions at huge losses.

These legislative changes and legal codes must be administered well, with adequate judicial review and other protections against abuse. Speeding up bankruptcy proceedings and resolving disputes between and among creditors and debtors more quickly are critical. Reexamining the relationship between law, regulation, and supervision is also required. ■■■ Finally, the private sector must step up collectively and play an even greater role in shaping a new, more market-based global financial architecture that will minimize and prevent future crises and lay the foundation for less dangerous markets and more sustained economic growth.

Crises are not necessarily just periods of unmitigated value destruction. In Chapter 5, “Capturing Strategic Opportunities After the Storm,” we assert that once the early days of a crisis have subsided, managers need to turn their attention quickly to setting a new strategic direction and building their institutions for the future. While many managers think that financial crises have only financial downsides and no competitive upside, we know from experience that crises represent huge opportunities for companies to gain a strategic advantage competitively as entire industries are both restructured and revalued and economies are transformed.

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