Welcome to the World of Volatility

In a world of increasing volatility of the markets, it’s important to understand the mechanisms behind it. How can the weak domestic demand in the US be explained despite the massive quantitative easing programs? What are the results of new bank regulations and stress tests in Europe? And what factors are aggravating the Ebola crisis in West Africa? Prof. Dr. Steve H. Hanke, economist at the Johns Hopkins University, sheds light on these questions and illustrates the macroeconomic mechanisms behind them.

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Market Volatility: A Driving Force for Corporate Strategy

Flexibility is key when dealing with volatility and creates security. International diversification can help absorb different fluctuations. But especially the organization’s ability to adapt to changing markets is crucial. Dr. Andreas Ludwigs, CEO of the Umdasch Group, outlines what measures his company has taken to reach this ability. For him faster go-to-market and decision-making processes as well as a higher flexibility in capacity are important in order to deal with fluctuating demands. At the same time he calls for a change in the mind-sets with higher willingness for experimentation and learning from mistakes.

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On the Edge: Physics at the Limit, Moore’s Law and Global Growth

The electronic industry with the semiconductor industry at its heart follows Moore’s Law: predictable and constant performance increases and cost reductions. With the current lithography technologies for the production of microchips the law will come to a foreseeable end due to physical limits of optical imaging. Extreme ultraviolet light lithography can be a solution. Only if the current challenges in its development can be solved, Moore’s law can continue. Dr. Peter Leibinger, Member of the Board of the Trumpf Group, describes the contribution of his company to the development of this pioneering technology and outlines, how this new solution will impact the world economy.

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Evolution Beats Revolution: Global Growth – Necessities and Challenges of a medium-sized Company

Companies with competitive products should aim high in global markets. Globalization offers chances for geographic expansion and diversification in new market segments. At the same time financial and cultural challenges need to be overcome. F. Peter Mitterbauer, Chairman of the Management Board of Miba AG, emphasizes in his article the courage for calculated risk and a local-to-local approach when going global and outlines six crucial drivers for success.

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Part of the Solution: The Role of Exchange Organizations in financing the real Economy

Real economy can’t exist without the financial industry. Exchanges serve as anchors of stability in the capital markets and provide security, transparency and integrity. Especially since the introduction of Basel III led to more restrictive loan policies, exchanges like Deutsche Börse are an attractive alternative source of funding. Reto Francioni, CEO of the Deutsche Börse AG, outlines how SME’s and Internet firms in particular can benefit from the advantages of exchanges.

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Why we need to put Privatization back on the Agenda

Despite the clear benefits of privatization, far too few publicly-held assets are actually sold. Privatization improves the structure of economies, improves companies’ competitiveness and creates jobs and prosperity in the long term. So what are the reasons for low privatization in Europe despite all the good reasons? The former chancellor of Austria, Dr. Wolfgang Schüssel, describes in his article the clear advantages of privatization and outlines the needed measures on national and European level.

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“…the worst might be behind us in terms of Iraq…”

In 2013, Turkey was the fastest growing Economy in Europe. Despite the financial crisis, the Euro zone debt crisis, geopolitical tensions and a high commodity price cycle, Turkey has attained a significant 5 per cent growth rate over the past twelve years. In an intriguing interview Mehmet Şimşek discusses how Turkey has established its current economic position and reduced its vulnerability to external shocks. Highlighting the importance of the upcoming political reforms for the country’s economic development, he further explains why enhancing the quality of human capital stock is crucial for avoiding the middle-income gap in Turkey.

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Divergence not Convergence is the Result

Is the membership of the European Monetary Union a passport to higher living standards? Economic convergence to the richer member states was the rationale for poorer countries to join the European monetary union. But the opposite is now apparent for Southern European countries. Was this reverse caused by the members’ failure to implement economic reforms? And, is this divergence cyclical and reversible, as Germany’s stagnation was in the early 2000s? Simon Tilford, Deputy Director of the Centre for European Reform, analyses these questions and outlines why convergence in the European Monetary Union will be slow and, measured against other European members, Southern European states are likely to get poorer, not richer.

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The Curious Organization

“Curiosity is the most prevailing passion of the human mind”. What is a curious organization? How can curiosity be captured and channelled to generate better jobs, organizations, products and solutions for a more interesting life?

Stefan Krause, Chief Financial Officer of the Deutsche Bank AG, proposes to challenge applicants in the hiring process with a problem that requires curiosity. In order to overcome the barriers to innovation, organizations need to enhance internal entrepreneurship and actively market curiosity. Find out, how a curious organization is built on the right framework, establishes curiosity as one of its core values and creates a culture of curiosity.

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Selfie here, Selfie there, Selfie everywhere – What keeps Companies alive besides Growth

Alike frequent “Selfie” posting, companies are constantly striving to improve their image on the market. New innovations, market segments, distribution channels are all examples for optimization strategies that enhance growth. But aiming for authenticity, corporate culture is the key to bind employees and keep the company alive. Next to operative innovation, maintaining and defending a corporate culture is what leads to constant reinvention. Robert Friedmann, Chairman of the Central Managing Board of the Würth Group, explains why a simple ‘thank you’ is anchored in Würth’s guidelines of corporate culture and why corporate culture is invigorated once it is questioned.

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