IBM brought 150,000 employees and stakeholders together to help move its latest technologies to market. Both the difficulties it faced and the successes it achieved provide important lessons. Free to subscribers
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By Osvald M. Bjelland and Robert Chapman Wood
Companies with better environmental risk management have a lower cost of capital. Free to subscribers
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By Larry Yu
Providing support, training and opportunities from day one is critical. Free to subscribers
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By Elaine Appleton Grant
R&D alliances with suppliers or universities are more likely to be fruitful. Free to subscribers
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By Larry Yu
Receiving information more frequently isn’t always helpful. Free to subscribers
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By Larry Yu
Service companies shouldn’t worry about teaching their customers too much. Free to subscribers
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By Andreas B. Eisingerich and Simon J. Bell
Innovators are more likely to achieve commercial success if they have strong networks. Free to subscribers
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By Alden M. Hayashi
In buyer-supplier relationships in which companies depend on one another, performance may improve. Free to subscribers
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By Maxim Sytch and Ranjay Gulati
A conversation with MySQL chief Marten Mickos about the day-to-day realities of making open source work, the new outcomes of enlightened self-interest, and why there’s no risk that you could rip off MySQL no matter how much they let you see. Free to subscribers
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An Interview with Marten Mickos
Creative insights require time – and a pace at odds with today’s accelerated economy. Free to subscribers
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By David M. Levy
As the airline industry struggles — again — through a new round of challenges, some experts still see a profitable way forward. Is management-employee collaboration still possible? Long-time observer Thomas Kochan weighs in. Free to subscribers
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An Interview with Thomas Kochan
As research on the National Football League reveals, sometimes the specific nature of a job determines whether a great performer at one company can replicate that performance at another. Free to subscribers
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By Boris Groysberg, Lex Sant and Robin Abrahams
The difference between effective and ineffective change makers is that the effective ones don’t rely on a single source of influence. They marshal several sources at once to get superior results. Free to subscribers
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By Joseph Grenny, David Maxfield and Andrew Shimberg
If you devise strategy by thinking only about the positioning of your company’s product or service, you are missing a huge opportunity. Free to subscribers
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By Edward F. McDonough III, Michael H. Zack, Hsing-Er Lin and Iris Berdrow
Most mergers fail because the newly constructed management team has been put in no position to actually lead. Can the pitfalls faced by merged teams be avoided, and the opportunities seized? Here are six guidelines for setting up new management to succeed. Free to subscribers
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By Stephen A. Miles and Nathan Bennett
At top companies, where the inspired use of metrics helps to identify potential leaders and develop their skills, the answer is yes. Free to subscribers
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By Robert Gandossy and Robin Guarnieri
What used to be a matter of finding and purchasing goods and services at the most favorable price has changed. At some companies, procurement has become closely intertwined with strategic decision making and board policy at the highest levels of the organization. Free to subscribers
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By Frank A.G. den Butter and Kees A. Linse
New research reveals the surprising power of ancient — and largely unconscious — forms of human communication.
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By Alex (Sandy) Pentland with Tracy Heibeck
