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Ideas That Work 
May 26, 2015
Reconsidering the Charismatic CEO. Is magnetism at the top all it’s cracked up to be?
by Eric J. McNulty
  Learn how to evaluate market attractiveness; manage the tradeoff between risk and information in the product development process; think about the design and management of distribution channels; and understand complex pricing decisions. Next session June 11-12. Learn more >
Hap Klopp’s Required Reading. The founder of The North Face recommends four books for building great brands.
by Theodore Kinni
Learn how Chicago Booth’s 5 day business programs for executives can transform your career.
by John Jullens
Emerging markets need a fundamental reversal in approach. The conventional wisdom advocates implementing large-scale economic and institutional reforms that shape the overall business and political environment. It would be more effective to selectively use reform initiatives tailored to each country’s unique mix of business dynamics and industries, to improve domestic firms’ resources and capabilities at each stage of a country’s economic development.
Business Opportunities in the Arctic — In Pictures
The earth’s northernmost regions are rich in resources. The challenge will be accessing them sustainably.
“We underestimate the potential contributions of our neurotic colleagues. But our anxious, withdrawn colleagues will surprise and impress us.” — UCLA Anderson School of Management professor Corinne Bendersky
THE SECRET TO STRATEGY THAT WORKS -- 80% of corporate value destruction comes from bad strategy. Want a strategy that actually works? Watch Strategy&’s new SoundBite video series to learn more
Leading Teams through Change at the Speed of Business
How to guide your team amid uncertainty, without losing momentum.
by Elizabeth Doty
The Other “F” Word: An Interview with John Danner
The Berkeley professor and his coauthor say companies can no longer afford to treat failure like a dirty secret they have to hide.
by Eric J. McNulty
The $112 Billion CEO Succession Problem
Poor planning for changes in leadership costs companies dearly. Getting it right is worth more than you might think
by Ken Favaro, Per-Ola Karlsson, and Gary L. Neilson
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