By Osvald M. Bjelland and Robert Chapman Wood
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.
By Larry Yu
Companies with better environmental risk management have a lower cost of capital.
By Elaine Appleton Grant
Providing support, training and opportunities from day one is critical.
By Larry Yu
R&D alliances with suppliers or universities are more likely to be fruitful.
By Larry Yu
Receiving information more frequently isn't always helpful.
By Andreas B. Eisingerich and Simon J. Bell
Service companies shouldn't worry about teaching their customers too much.
By Alden M. Hayashi
Innovators are more likely to achieve commercial success if they have strong networks.
By Maxim Sytch and Ranjay Gulati
In buyer-supplier relationships in which companies depend on one another, performance may improve.
An Interview with Marten Mickos
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.
An Interview with Thomas Kochan
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.
By Boris Groysberg, Lex Sant and Robin Abrahams
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.
By Joseph Grenny, David Maxfield and Andrew Shimberg
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.
By Edward F. McDonough III, Michael H. Zack, Hsing-Er Lin and Iris Berdrow
If you devise strategy by thinking only about the positioning of your company's product or service, you are missing a huge opportunity.
By Stephen A. Miles and Nathan Bennett
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.
By Robert Gandossy and Robin Guarnieri
At top companies, where the inspired use of metrics helps to identify potential leaders and develop their skills, the answer is yes.
By Frank A.G. den Butter and Kees A. Linse
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.
