Alumni

Every global company wants to be in China. But for any company, accessing the Chinese market comes with unique questions and challenges. Chris Cabot ’97, the president of Value Retail China, talked with Yale Insights about how he expanded his company’s luxury outlet shopping villages into China. The first step to doing business in China, he says, is to assume you know nothing.

In the digital age, newspapers remain an important source of on-the-ground reporting and in-depth journalism, but the advertising revenue that once supported those expensive endeavors is disappearing. Some newspapers are closing down or scaling back; others seek to reinvent themselves and their business models. Jack Griffin ’88, CEO of Tribune Publishing, which publishes 10 major newspapers, talks about how he’s positioning his company.

Lei Zhang ’02 has been one of the most successful investors in China during a time of unprecedented change. In a conversation with Yale’s Stephen Roach, he talked about rapid shifts in China’s business and culture, the birth of a consumer class, the Chinese innovation model, and the outmoded views of the country that remain prevalent in the West.

A real estate boom can drive the construction of new homes, commercial centers, and skyscrapers, reshaping cities. The following bust can leave neighborhoods vacant. Have factors like the increasing availability of public information about real estate and the shift toward a global marketplace tamed a cycle that has played out repeatedly over the centuries?

Jeremy Eden ’86 and Terri Long, co-CEOs of consulting firm Harvest Earnings, argue that organizations ignore ways to significantly grow earnings because of “behaviors that limit what we know and how we think.” Their solution starts with asking lots of questions.

What obligations does a corporation have to society? The way that question is answered has evolved over time. So have the tools of those working to expand the role of corporate social responsibility and sustainability.

Green tech investors want to put their money behind firms with the potential to disrupt their industries and bring both positive environmental impacts and financial success. But what’s disruptive is by its nature unprecedented and unpredictable. How do investors assess the potential of a green technology company?

Sustainability leaders often have to interact with a wide range of stakeholders with varied interests and incentives. They need to figure out the best way to engage, communicate, prioritize, and implement—in other words, to persuade. According to a panel of sustainability executives, that can mean sidestepping the language and baggage of sustainability entirely.

The theoretical possibilities for big data are limitless, but putting so much information to good use requires big thinking. Unilever’s Gina Boswell explains the principles that the global company uses to effectively mine its data troves.

Millions of government workers in the U.S. are relying on pension plans for retirement, and yet these plans are underfunded by at least $1 trillion. Asset manager Ranji Nagaswami ’86 argues that addressing this challenge is about more than assets and liabilities—we have to look at how funds are run and, critically, how they think about risk.