Skip to content
Dynamic Corporate Transformation
The CFO's rule stops the program after one round (seed 26205)

Ch. II.5 The CFO's rule stops the program after one round

Case Studies

Sixteen real decisions behind Volume II, told from the published record.

Every chapter of Volume II carries an In Practice case: a real organization that took a decision of the chapter's kind, told from its published record. Each case sets out the decision, the method, the result and what it took to make it work, then what Meridian, the book's case company, takes from it and four questions for a board.

The cards give a preview. The full two-page case is in the chapter, after its Worked Example and before its AXIOM Lab.

16 organizations · 15 sectors · 4 Franz Edelman Awards · 1 INFORMS Wagner Prize

1 of 16 cases

  1. Chapter 8Dynamic Enterprise Optimization
    Hamilton–Jacobi–Bellman Enterprise Framework
    Institutional brokers

    Brokers Pace a Large Sale

    An impact model estimated from 29,509 orders

    Capital marketsWeek 11

    Sell a large block of shares fast and your own selling pushes the price down; sell slowly and the market may move against you before you finish. Robert Almgren and Neil Chriss turned that dilemma into an optimal trading schedule. A Citigroup team, estimating the impact model from 29,509 of its own orders, reported in 2005 that it was being built into its execution software, and many brokers now offer algorithms that minimize implementation shortfall. How fast should you exit a position you cannot sell at once?

    Read the case in Chapter 8 →Lab →

Company and organization names identify the organizations whose published decisions the cases discuss. They are trademarks of their respective owners; no affiliation with or endorsement by them is implied.