Prof. Paul Bracken, an expert in global competition and strategy, says these encounters reveal an urgent need for citizens and governments to catch up on how much we’re already being spied on.
We asked Paul Bracken, an expert in nuclear strategy, how this “unthinkable” scenario would play out.
In his new book, Prof. Barry Nalebuff proposes a fairer, more principled way to negotiate: splitting the additional value created by reaching an agreement. In this excerpt, he explains the concept through a visit to one of New Haven’s iconic pizza spots.
We asked faculty from the Yale School of Management for their advice—philosophical, professional, and personal—for our readers for the coming year.
General Electric CEO Larry Culp announced this week that the company would split into three separate firms. Prof. Jeffrey Sonnenfeld writes that Culp was acknowledging the failure of an approach—the highly diversified industrial conglomerate—that dates back to Jack Welch’s tenure in the 1980s.
Professor Paul Bracken has spent a lifetime studying the complex systems like international business, technology, and the military. A pioneer of scenario planning, he looks at how organizations really work and how they both drive and are shaped by major trends in order to predict possible futures.
We asked Prof. Paul Bracken, an expert in business and military strategy, how the U.S. could have avoided a chaotic exit from Afghanistan, and what comes next for the region.
A study of the Champagne market co-authored by Yale SOM’s Amandine Ody-Brasier suggests that other industry players are more likely to accept unconventional practices when they come from established firms.
Prof. Barry Nalebuff extracts pragmatic insights from game theory to improve the practice of innovation, strategy, and negotiation.
More than a massive nuclear arsenal, says Yale SOM strategy expert Paul Bracken, information technology and shifting alliances drive post-Cold War military advantage in an unpredictable, multipolar world.
In a new paper, Yale SOM’s Fiona Scott Morton writes that the company took control of the social media industry by misleading consumers and buying up rivals.