Experience Stern | News & Events

Excerpt from Forbes Poland -- "In some ways, there isn’t much difference. They are both comprised of smart, ambitious, and success-driven leaders who have (at some point) stepped beyond just running a company to attempt to influence how society works. The biggest difference is probably in terms of age and, therefore, perspective. Many of the young people on the current list became incredibly wealthy at a pretty young age, which gives them the opportunity to still be more idealistic than those who typically succeed after decades of trying and running a business. So they exhibit more naivety, but also more idealism, in many cases."
 

Excerpt from Fast Company -- "Personal finance is another new area for algorithmic, data-driven predictions, with a number of new 'robo-advisor' apps. 'We’re getting used to computers actually being pretty credible in terms of the recommendations they make,' says Vasant Dhar, a professor at NYU’s Stern School of Business and its Center for Data Science. 'It’s not that much of a stretch, where [a computer] actually says, here’s what I suggest with your portfolio.''

Excerpt from Marketplace -- "'If most of the organization's operations are no longer U.S.-based, then realistically... being closer to where most of their operations are should allow them to achieve some efficiencies,' said J.P. Eggers, an associate professor of management and organizations at NYU."

Excerpt from BusinessBecause -- "David Yermack, chair of the finance department at NYU Stern, said the fintech curriculum will have to be taught at every business school. 'Students and employers will demand it,' he said."

Excerpt from CBS News -- "Worries about Chinese companies are similar to the concerns about Japanese companies during the 1980s when they went on a bigger acquisition spree, according to Roy Smith, a former Goldman Sachs investment banker who's now a professor at New York University. 'Most of the Japanese deals ended up being overpriced, and the companies had to go through difficulties, but (they had) no adverse effect on the U.S. economy or labor force,' he wrote in an email. 'In a political year, this may appear to be an issue, but, like so many other things said, it isn't."
 

Excerpt from AustinInno -- "Arun Sundararajan, a professor at New York University’s Leonard N. Stern School of Business, said he thinks most people agree that we need portable benefits. But he said he wishes there would be some time for the market to show what it can do instead of being largely boxed in by ongoing lawsuits and slight changes to decades-old laws. He said that if it turns out that sharing and gig economy companies go above and beyond what is required, as many more traditional tech companies already do, we may find that innovators can self-correct in the market as they compete for the best talent. 'It’s really a question of giving the market a chance,' he said."

Excerpt from Detroit Free Press -- "Aswath Damordaran, a finance professor at New York University's Stern School of Business, uses data that have leaked from various sources to estimate that Lyft more than doubled its gross bookings last year to about $1.2 billion, and will more than double that to $2.7 billion this year. However, Damordaran estimates Lyft lost $50 million in 2014, while Uber lost $470 million."

Excerpt from Popular Mechanics -- "The Act focused on the division of the internet into two parts: The national and international network, allowing the internet to be the information delivery system it became, and the 'last mile' or 'local loop,' which brought the service into the home user. The goal was for competition between incumbent service providers and new businesses to be focused on this second section. Think of like a highway where the road is free to use, but you have a pay a toll for the on- and off-ramps. The fight was for the ramps. However, as NYU economics professor Nicholas Economides pointed out in a 1998 examination of the act and its fallout, it wasn't much of a fight. For starters, building the 'local loop' required a few basic things smaller businesses didn't have—foremost, cooperation from the telephone and cable companies that already laid down the infrastructure, and who, frankly, weren't and aren't keen on competitors trying to piggy-back on the digging they'd already done."

Excerpt from OZY -- "Today, InMobi comes up as the kind of company Google might buy, though Google declined to comment. 'It would be good for Google,' Ghose says, adding that InMobi is 'a bit away' from being true competition for Google or Facebook. For InMobi to wear the big-kid shoes in its own right, Ghose figures it’d want to ace the data game, getting access to really 'fine-grained' data about user preference."

Excerpt from Xinhua -- "Michael Spence, a Nobel prize winner in economics, told Xinhua while the biggest challenge is to keep growth in the neighborhood of 6.5 and 7 percent before 2020, the completion of structural changes and supporting reforms are more important."

Excerpt from The Economist -- "The problem leading up to the crisis, as Lord King sees it, is that commercial banks had little incentive to hold large quantities of safe, liquid assets. They knew that in a panic, the central bank would provide liquidity, no matter the quality of their balance-sheets; in response they loaded up on risky investments."

Excerpt from the International Business Times -- "'The financial sector has been important for the New York economy since Peter Stuyvesant’s time 400 years ago,' said Lawrence J. White, professor of economics at New York University’s Stern School of Business. 'There is no question there’s a ripple effect if bonuses aren’t going to be what they’ve been in the past.'"

Excerpt from The Washington Post -- "... liberal professors should temper their preference for like-minded colleagues by considering the virtues of viewpoint diversity. That case is being made more forcefully than ever at Heterodox Academy, a new initiative created by New York University psychologist Jonathan Haidt."

Excerpt from Eater -- "Restaurants drawing down-the-block-lines is not a new phenomenon. 'Humans move in herds,' says Adam Alter, a behavioral economist and marketing professor at New York University Stern School of Business. 'When one or two influential people —€” or a larger number of everyday people —€” flock to a product, their endorsement suggests to other people that the product is worth pursuing.'"

Excerpt from Bloomberg -- "Extendable deals are useful to reduce banks’ risk, according to Bruce Tuckman, a finance professor at New York University’s Stern School of Business. Yet they aren’t fool-proof during a crisis if many have a similar 30-day term because of mandates concerning liquidity-coverage ratios. ... 'These evergreens help you over the first bump in a crisis, but they won’t necessarily be around after that,' Tuckman, who’s also a senior fellow at research group Center for Financial Stability, said in an interview. 'We saw that during the financial crisis, when evergreen funding dried up as nobody wanted to offer it anymore. Also, if everyone is doing 30- or 31-day evergreens, then if we get into a liquidity crunch all the lenders will refuse to extend and start the countdown at the same time.'"

Excerpt from China Radio International -- "Obviously, the [Chinese] government wants to boost confidence at the moment, and that's absolutely the right thing to do. There's been a serious issue with regard to capital flight, for example. And anything that reduces confidence in the ability of governments--the central government or the local government--to pay their debt is obviously going to reduce confidence and then increase the possibility of capital flight because people are going to fear that perhaps it will have negative implications for the currency."

Excerpt from Waking Up with Sam Harris -- "... while our experiences of suffering and flourishing is important, there are other elements. And a big part of it is the story we tell about ourselves, our sense of meaning, it isn't just the total number of moments."

Excerpt from SinoVision -- "Globalization is really challenging for three main reasons: Because cultures are different, political systems are different, and economic systems are different. And when companies expand abroad, they enter markets that are very, very different in those ways from their home markets and they struggle to adapt. Walmart in China. Walmart entered Shenzhen in 1996 and opened its first superstore. It took Walmart 12 years to become profitable in China. What Walmart discovered is that China is a very big market. But it's a very, very difficult market to conquer nationally. They found that people across China in different regions had different tastes."

Excerpt from MIT Sloan Management Review -- "Ten years ago, we saw significant disruption in a few areas like print journalism, advertising, music and movies, and information products. However, disruption today is in every business sector — travel, commercial real estate, transportation and soon health care and energy. Companies need to get past the mindset that because their business serves a physical world, it won’t be digitized. Even if the product itself can’t be digitized, the manner in which it is found, marketed, and distributed can change significantly. The very model of consumption could change. For example, if people start calling Ubers and Lyfts rather than buying cars, this will be hugely disruptive to the auto industry."
 

Excerpt from ABC Online -- "Research psychologists, and in particular New York University social psychologist Jonathan Haidt, have articulated six moral foundations that underlie our values-based decisions. Their research shows that the interpretation and adoption of these moral foundations can differ between liberals and conservatives."

Excerpt from Luxury Daily -- "'This is a different kind of transparency,' said Thomaï Serdari, Ph.D., founder of PIQLuxury, Co-editor of Luxury: History Culture Consumption and adjunct professor of luxury marketing at New York University, New York. 'It is not about the heritage or artisanship of the brand (one takes these for granted) but rather about the creative process of designing new objects for Petit h, all of which are crafted with discarded materials from the parent brand, Hermès.'"

Excerpt from the Financial Times -- "Brad Hintz, a professor at NYU Stern who has written extensively on global investment banking, says US banks were winning because they adjusted faster to the shifting sands of their industry. 'No US bank clung tenaciously to bond trading like Deutsche Bank,' he says. 'No US bank completely reversed strategy like Barclays and no US bank had to face Swiss capital rules like Credit Suisse.'"

Excerpt from the CFA Institute blog -- "When Engle started tracking SRISK a few years ago, China ranked fifth on the list. It moved up into the first spot two or three years ago. The stock market euphoria since then brought temporary relief, but SRISK has again increased since the market’s collapse. 'Right now, it’s just about back on the trend line for what it was before the stock market took off,' Engle said. So why is SRISK so high in China? Engle pointed to the banks’ lending to state-owned enterprises and municipal governments. As many of these loans are in fact non-performing, they drag down bank stocks’ valuation."

United States Attorney for the Southern District of New York Preet Bharara recently addressed an auditorium of students and faculty from NYU’s Stern School of Business and Law School, as well as Stern alumni.

Excerpt from New York Magazine -- "Many memory researchers believe in the so-called 'end effect.' When we evaluate something that happened to us, the thinking goes, the final moments of it are disproportionately influential. ... But a new study suggests it might not be. Writing in the Journal of Experimental Psychology: General, doctors Stephanie Tully of the University of Southern California and Tom Meyvis of New York University present a set of experimental findings that, taken together, suggest the end effect may not be real."