A tsunami of technology is about to change the way people live and work. In this introduction of the article collection Human Excellence in the Smart Machine Age, Professor Ed Hess explains what skills humans need to hone in order to meet the challenges of the near future.
Artisanal chocolatier Goodio’s tagline, “It’s all good,” represents its drive to succeed economically and in a socially responsible manner. The company serves as a case in point on how to embrace “radical transparency” in its efforts toward sustainability, nutrient preservation, and economic stability for farmers and employees.
Mergers and acquisitions can lead to company growth, but they’re also risky and sometimes even destroy shareholder value. Darden Professor Jay Bourgeois offers 20 questions organizations should answer before pursuing an M&A strategy.
The Wireless Access for Health initiative uses computing and mobile technology to improve public health care delivery for millions of people in the Philippines. It’s an example of a public-private partnership that makes strategic use of business’ ability to innovate and scale with the public sector’s understanding of the underserved.
We’re in a new era in the history of business. The old bureaucratic-machine paradigm isn’t enough for success anymore, and today’s fast-changing economy requires a new framework for the workplace. Here’s what to do to balance changing workplace culture and maintain productivity so organizations and their people can thrive.
The proliferation of high frequency and algorithmic trading began in the late 1990s, ushering in a revolution in equity market microstructure. In a world where small nuances create multibillion dollar opportunities, new markets and market structures are emerging to ensure the playing field remains level.
Professor Tomio looks at how bond purchases by the European Central Bank created a large mispricing between the market for German and Italian government bonds and their respective futures contracts.
Ambitious and polarizing, the Green New Deal brought the climate discussion back to the fore of government debate. But federal policy is not the only driver of impact on this crucial challenge.
Companies use voting to engage customers and create buzz. The practice can spark innovation, lower product development costs and increase speed to market. But this kind of engagement can also lead to consumer expectations … and the British public voting to name a $280 million ship “Boaty McBoatface.” How can savvy organizations avoid this trap?
The “pivot” has become part of startup lexicon. But pivot-thinking may not work for all companies, and substantially changing an organization’s strategy can be difficult and expensive for entrepreneurs. Darden experts weigh in.