Malcolm S. Salter
There are 6 articles for this faculty member.
GM: What Went Wrong and What's Next
| Published: | June 15, 2009 |
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| Feature: | Op-Ed |
For decades, General Motors reigned as the king of automakers. What went wrong? We asked HBS faculty to reflect on the wrong turns and missed opportunities of the former industry leader, and to suggest ideas for recovery.
Published in 2008
Innovation Corrupted: How Managers Can Avoid Another Enron
| Q&A with: | Malcolm S. Salter |
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| Published: | July 7, 2008 |
| Feature: | Research & Ideas |
The train wreck that was Enron provides key insights for improving corporate governance and financial incentives as well as organizational processes that strengthen ethical discipline, says HBS professor emeritus Malcolm S. Salter. His new book, Innovation Corrupted: The Origins and Legacy of Enron's Collapse, is a deep reflection on the present and future of business.
Published in 2007
Learning from Private-Equity Boards
| Published: | January 17, 2007 |
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| Feature: | Op-Ed |
Boards of professionally sponsored buyouts are more informed, hands-on, and interventionist than public company boards. HBS professor emeritus Malcolm S. Salter argues that this board model could have helped Enron—and perhaps your company as well.
Published in 2006
Enron Jury Sent the Right Message
| Published: | July 21, 2006 |
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| Feature: | Op-Ed |
Although the actions of Enron's executives were in many areas neither clearly legal nor illegal, jurors sent an unambiguous message that all executives should heed: Truth telling and ethical discipline are the cornerstone values in corporate governance.
American Auto's Troubled Road
| Published: | April 10, 2006 |
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| Feature: | Views on News |
Harvard Business School faculty dissect where U.S. auto makers went wrong, and how they might again get on the road to growth. From HBS Alumni Bulletin.
Published in 2004
Enron's Lessons for Managers
| Published: | July 12, 2004 |
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| Feature: | Research & Ideas |
Like the Challenger space shuttle disaster was a learning experience for engineers, so too is the Enron crash for managers, says Harvard Business School professor Malcolm S. Salter. Yet what have we learned?
