Competition

Yale’s David Bach explains how to gain an edge by effectively navigating the complicated global landscape of differences in cultural, political, and regulatory norms.

Kristel Van der Elst ’02 explains how strategic foresight can prepare organizations to be robust whatever the future holds.

Yale SOM’s Edward H. Kaplan uses queuing algorithms to estimate how many terror cells exist and determine how to efficiently combat them.

Laurence Capron, professor of strategy at INSEAD, on how companies can break out of old habits and find a path to new growth.

Vivek Lall, the head of global strategy for General Atomics, says that the industry, responding to many of the same pressures as other businesses, is becoming increasingly globalized.

Professor Paul Bracken, a leading security strategist and author of The Second Nuclear Age, discusses the Iran nuclear deal.

To succeed as a global company, CEO Ajay Banga says, MasterCard strives for uniformity in some respects and diversity in others.

Choosing a mate is a calculation that the benefits of further search are outweighed by the costs, says Paul Oyer ’89.

The forces that global companies have to deal with—from social networking to social unrest—have developed rapidly over the last decade. Virgin Group chair Peter Norris describes the trajectory of globalization today and how his company is structured to ride through the turbulence.

What’s the best way to manage a secret project—one whose stakes, whether diplomatic or business, are very high? And what do your actions tell your opponents about your true intentions?