- Jan 19 Thu 2012 20:07
Risk cannot be eliminated; it just gets transferred and spread.
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- 上一篇： The most valuable lessons are learned in tough times.
- 下一篇： The risk-is-gone myth is one of the most dangerous sources of risk, and a major contributor to any bubble.
歷史上的今天
- 2012: It all happened because investors believed too much, worried too little and thus took too much risk. In short, they believed they were living in a low-risk world.
- 2012: The risk-is-gone myth is one of the most dangerous sources of risk, and a major contributor to any bubble.
- 2012: The most valuable lessons are learned in tough times.
- 2012: Good times teach only bad lessons: that investing is easy, that you know its secrets, and that you needn’t worry about risk.
- 2012: Many futures are possible, but only one future occurs.
- 2012: The fact that something happened doesn’t mean it was bound to happen, and the fact that something didn’t happen doesn’t mean it was unlikely.
- 2010: Moore’s Law guarantees that the longer you wait to make an IT purchase, the more you’ll get for your money.
- 2010: It is getting much harder to achieve a competitive advantage through an IT investment, but it is getting much easier to put your business at a cost disadvantage.
- 2010: most companies spend too much (on IT) and get very little in return. ~ Larry Ellison, Oracle
- 2010: Given the rapid pace of technology\'s advance, delaying IT investments can be another powerful way to cut costs.
- 2010: When a resource becomes essential to competition but inconsequential to strat-egy, the risks it creates become more important than the advantages it provides.
- 2010: The trap that executives often fall into, however, is assuming that opportunities for advantage will be available indefinitely.
- 2010: They (information technologies) are becoming costs of doing business that must be paid by all but provide distinction to none.
- 2010: Their (information technologies') very power and presence have begun to transform them from potentially strategic resources into commodity factors of production.
- 2010: You only gain an edge over rivals by having or doing something that they can’t have or do.
- 2010: What makes a resource truly strategic—what gives it the capacity to be the basis for a sustained competitive advantage—is not ubiquity but scarcity.
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