Finding silver linings of work life during the COVID crisis could reinvigorate teams when they return to the office, writes Nancy Davis Kho W88, author of The Thank-You Project.
Wharton authors share expertise on negotiation strategies, cultivating happiness, secrets to startup success, and more.
The coronavirus is spurring new applications and developments for the technology within the sector.
A contract is not necessarily a promise, says Maurice Lefkort W86
The Federal Reserve should encourage banks to manage their own risk and incentivize lending, says the senior director of the Harris Alternative Investments Program.
Robertson reflects on adapting to COVID-19, reactions and actions sparked by Black Lives Matter, how alumni can best help students, and her priorities for the upcoming fall semester.
Amy Howe WG99, head of Ticketmaster North America, on adapting to COVID-19 realities, new live entertainment technology, and advice that has shaped her career.
Wharton management professor Stephanie Creary offers advice for penning a substantive public statement and stresses the importance of walking the talk.
Videos and readings from professor Mauro Guillén’s popular COVID-19 class provide insights on managing global business in uncertain times.
Staff vacancies and the inability to grow add stress in already difficult times. But professor Matthew Bidwell sees opportunity in crisis.
Dean Geoffrey Garrett argues that we must consider the long-term implications of these trends as the tide turns toward them.
Wharton's Executive MBA career director says lessons learned during the coronavirus pandemic will be critical to your long-term professional health.
Wharton Customer Analytics experts explore the art and science of risk management as it applies to global food security, both today and post-coronavirus.
Nikhil Bhojwani WG02, a co-founder of health-care consulting firm Recon Strategy, lays out opportunities and challenges in the wake of the coronavirus.
Chasing My Cure author David Fajgenbaum M13 WG15 shares five life lessons learned from his battle with Castleman disease that resonate during the coronavirus pandemic.
Even before the spread of the coronavirus, retailers were rethinking their business models. Now, Bain & Company partner Marc-André Kamel WG92 is helping them adapt to an even bigger threat.
Analytics academics share exciting breakthrough research, while advertising practitioners attest to how social media and marketing are really done.
The difference between marketing and economics is the difference between gymnastics and Nik Wallenda’s high-wire act, between being grounded and floating in the clouds.
Customer centricity should help shape customer development but shouldn’t make you lose sight of acquisition and retention.
What the Kindle Fire and Amazon’s downbeat Q4 results teach us about customer centricity.
One of the biggest complaints I hear about customer-centric strategy is that it’s too complicated.
Customer centricity is not merely about customized products and services. A truly customer-centric firm knows that world-class service should be reserved for only the best customers.
Let’s face it: non-profits are the ugly stepchildren of the corporate world. They get scraps of advice and hand-me-down help from MBA do-gooders, but that’s not where the action is when it comes to “real” business.
BlackBerry’s tagline should be “BBM Me.” While their devices have a genuine technical advantage, Blackberry fails to promote it in all of their communications and marketing efforts.
Let’s hear it for the subscription model! Too many firms are quite content to “acquire” a customer and then push the relationship along, one transaction at a time.
I’m writing this post just hours after attending the Convocation event for the incoming MBA Class of 2012. While they all look like strangers to me right now, I know that many of them will become familiar faces over the months to come.