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The Evolved Leader

為了解決JPMorgan的問題，作者Young, Stephen 這樣論述：

Do you want to lead like a business professional--or a Neanderthal? This book breaks our millennia-old leadership mold to provide the skills for real, lasting success in today's business worldFor too long, humans have been following others based largely on that person's sense of physical strength, a

ppearance and dominance. It's a model that dates back to the Neanderthals and which, incredibly, we continue to apply--consciously or not. The Evolved Leader establishes a new standard for leadership. It shifts you away from a leadership profile of power, command, and control to move your toward the

nuance of motivation, inspiration, and, most critically, the shedding of 'ego.' The author bases his perspective and methods on close studies and personal interviews of many of today's most successful leaders. Stephen Young is Senior Partner of Insight Education Systems, a top-tier management co

nsulting firm specializing in leadership and organizational development services. As former Senior Vice President and Chief Diversity Officer at JPMorgan Chase, he managed the firm’s diversity strategy worldwide.

JPMorgan進入發燒排行的影片

眼科藥廠S公司經營發展策略之個案研究

為了解決JPMorgan的問題，作者陳米琪 這樣論述：

S公司為日本跨國眼科領域西藥製劑藥廠，主要提供處方藥品與指示藥品（OTC, Over the Counter），供應全世界超過60個國家，主要市場領域為日本黃斑部病變藥品市場，2020年此市場藥品總銷售額達14億美元，及亞洲青光眼和乾眼症藥品市場，2020年亞洲青光眼和乾眼症市場規模達 8 億和13億美元。與世界頂尖藥廠羅氏、諾華、愛爾康、愛力根(艾伯維)共同競爭，並與拜耳與Regeneron團隊為經銷合作關係。本研究目的和動機在於了解S公司在製藥巨頭和專業型眼科藥廠競逐時，如何選擇市場、進行策略布局、建立核心能耐，建立其市場地位，並於超過百年的經營持續建立獲利模式。本研究以個案研究法及年報

、公司網站、產業報告、文獻、媒體報導等次級資料，分析S公司主要事業之產業環境生態，藉五力分析找出產業關鍵因素，分析主要競爭者和S公司的企業核心能力。最後應用BCG矩陣和波特競爭策略，進行事業組合與競爭策略分析。S公司專注於解決病患眼部問題的未滿足醫療需求(Unmet medical needs)，並且承諾提供具價值之藥品與服務，公司之使命由提供世界人們清楚的視覺轉變為最佳的視覺體驗創造幸福生活(Happiness with vision)，並且藉由成為社會的創新者來實現。其中兩大主要事業體為經銷拜耳與 Regeneron公司之Eylea於日本銷售，青光眼和乾眼症藥品於亞洲市場銷售。S公司超過百

年之逐步發展出核心能力與資源，並形成「長期專注於眼科治療領域，致力於眼科未滿足醫療需求」、「專業眼科小分子化合物藥品研發創新能力，持續優化產品」、「以亞洲為基地之藥品行銷國際化能力，組織穩健拓展海外市場」之競爭優勢，使其在日本黃斑部病變藥品市場取得超過七成市占，成為領導廠商；同時在亞洲青光眼和乾眼症市場，與愛爾康和愛力根(艾伯維)三強競爭。S公司面對兩項主要事業體，其應用之競爭策略不同。在日本黃斑部病變藥品市場S公司選擇集中型市場和差異化產品，且鞏固上游供應商拜耳公司之契約型合作策略；亞洲青光眼和乾眼症市場，選擇高成長新興區域，市場策略為產品差異化，跨國經營類型介於跨國策略與當地策略間，乾眼症

和青光眼之相關新產品和劑型與專利研發，競爭一席之地。兩項事業組合之選擇，可見S公司Eylea日本市場為明星事業；亞洲青光眼和乾眼症藥品市場界於金牛與落水狗事業，為主要利潤來源，但可能與近期新冠疫情衝擊和產品專利到期而呈現衰退狀態。

The Cult of We: Wework, Adam Neumann, and the Great Startup Delusion

為了解決JPMorgan的問題，作者Brown, Eliot,Farrell, Maureen 這樣論述：

WALL STREET JOURNAL BESTSELLER - A FINANCIAL TIMES, FORTUNE, AND NPR BEST BOOK OF THE YEAR - ＂The riveting, definitive account of WeWork, one of the wildest business stories of our time.＂--Matt Levine, Money Stuff columnist, Bloomberg OpinionThe definitive story of the rise and fall of WeWork (also

depicted in the upcoming Apple TV+ series WeCrashed, starring Jared Leto and Anne Hathaway), by the real-life journalists whose Wall Street Journal reporting rocked the company and exposed a financial system drunk on the elixir of Silicon Valley innovation.LONGLISTED FOR THE FINANCIAL TIMES AND MCK

INSEY BUSINESS BOOK OF THE YEAR AWARDWeWork would be worth ＄10 trillion, more than any other company in the world. It wasn’t just an office space provider. It was a tech company--an AI startup, even. Its WeGrow schools and WeLive residences would revolutionize education and housing. One day, mused f

ounder Adam Neumann, a Middle East peace accord would be signed in a WeWork. The company might help colonize Mars. And Neumann would become the world’s first trillionaire. This was the vision of Neumann and his primary cheerleader, SoftBank’s Masayoshi Son. In hindsight, their ambition for the compa

ny, whose primary business was subletting desks in slickly designed offices, seems like madness. Why did so many intelligent people--from venture capitalists to Wall Street elite--fall for the hype? And how did WeWork go so wrong? In little more than a decade, Neumann transformed himself from a stru

ggling baby clothes salesman into the charismatic, hard-partying CEO of a company worth ＄47 billion--on paper. With his long hair and feel-good mantras, the six-foot-five Israeli transplant looked the part of a messianic truth teller. Investors swooned, and billions poured in. Neumann dined with the

CEOs of JPMorgan and Goldman Sachs, entertaining a parade of power brokers desperate to get a slice of what he was selling: the country’s most valuable startup, a once-in-a-lifetime opportunity and a generation-defining moment. Soon, however, WeWork was burning through cash faster than Neumann coul

d bring it in. From his private jet, sometimes clouded with marijuana smoke, he scoured the globe for more capital. Then, as WeWork readied a Hail Mary IPO, it all fell apart. Nearly ＄40 billion of value vaporized in one of corporate America’s most spectacular meltdowns. Peppered with eye-popping, n

ever-before-reported details, The Cult of We is the gripping story of careless and often absurd people--and the financial system they have made. Eliot Brown covers startups and venture capital for The Wall Street Journal. He previously worked at The New York Observer and is a graduate of Macaleste

r College in St. Paul, Minnesota. Maureen Farrell joined The New York Times in 2021 after eight years at The Wall Street Journal. A graduate of Duke University and the Columbia University Graduate School of Journalism, she is based in New York.

金融法遵科技應用之治理模式探討—以人工智慧之應用為核心

為了解決JPMorgan的問題，作者廖淑君 這樣論述：

人工智慧(Artificial intelligence, AI)作為一種金融法遵科技在近年受到重視，其應用將對社會、企業與個人帶來效益，但也帶來偏差、歧視、黑盒子等疑慮而對金融消費者之權益有所影響。是以，有關當局對於人工智慧應用宜有良好之治理政策與措施，以同時兼顧法遵科技創新發展與金融消費者保護之目標。為此，本研究針對金融法遵科技採用人工智慧時，所面臨的法律與倫理議題該如何治理之，尤其是(一)與AI決策作成有關之偏差或歧視議題，以及(二) AI系統缺乏透明性與可解釋性之議題，透過比較法研究進行相關的探討與研析，進而提出適當的建議。參考歐盟、新加坡、英國與美國對於AI風險之治理採取共律機制，

即結合強制性法律與政府機關所發布之指引或指導原則，以及衡酌我國法制現況與人工智慧於產業應用之情況，就短期而言，建議金融主管機關以行政指導之立場，提出金融產業AI應用倫理指引，敍明五大原則，包括：(一)維持人類自主性並預防傷害發生、(二)維護公平性與反歧視(anti-discrimination)、(三)促成透明性與可解釋性、(四)建立內部問責機制、以及(五)建立外部問責機制，以引導產業應用人工智慧之方向，並作為未來下級機關治理AI風險之共同參考；就長期而言，於人工智慧大量普及應用，如有市場失靈情形發生時，建議金融主管機關應考量修正金融消費者保護法，以納入下列事項：(一)平等提供金融產品或服務，

(二)資料治理與管理機制，(三)消費者保護衝擊評估，(四)從事自動化個人決策作成或側寫活動時應採取之措施，(五)從事自動化個人決策作成或側寫活動前應向金融消費者告知，以及(六)提供金融消費者查詢自動化個人決策作成或側寫活動之機制。