Though often missing, a formal operations strategy can guide the crucial decisions that build competitive advantage.

Economic recovery in China, India, and elsewhere in the region could be the strongest source of sustained global growth for years to come.

Twelve strategies to shape a company’s destiny.

Regulations and consumer expectations are changing. The business models, capabilities, and practices of the financial-services industry must change with them.

Government leaders are designing the next regulatory regime for banks; their answers to four basic questions will determine how well it works.

Where a company is based is a determining factor in whether venture capital firms choose to invest in it.

Firefighting techniques show how deliberate interruptions can improve the health of organizations.

As cost cutting narrows the field of business journalism, it has become more difficult to put out a corporate story — or take one in.

To reduce expenses for the long term and lead the way to recovery, start by taking a strategic view of your capabilities.

Aiming for more diversity in management staff? Blur the lines between job boundaries, and encourage self-directed work teams.

When management consultants stop being experts and start being collaborators, companies benefit.

A winning product launch requires differentiation, positioning, personality, vision, and added value.

Management must understand the advantages and disadvantages of a company’s capabilities.

Strategies for ensuring acceptable working conditions in the global supply chain.

Mergers and acquisitions are becoming more critical — and more perilous — than ever. You can build your capabilities, even in the midst of turmoil.

Strategies to improve working capital deficiencies and unearth excess cash from corporate balance sheets.

In considering the relationship between the public and private sectors, it’s time to distinguish the plausible visions of the future — such as a new regulatory environment — from those, like permanent government ownership of banks and industry, that are not plausible.

Why some strategic alliances fail to meet expectations.

How to rebuild your capabilities for long-term growth in a time of turmoil.

Not all firms deserve financial bailouts, and Chapter 11 proceedings are effective at determining which companies should remain in business.

Economist Robert Reich believes that the excesses of capitalism have produced a world order in which people feel good as consumers but suffer as citizens.

A new survey reveals a disconnect between what managers should be doing and what they are doing.

Question-dodging may go undetected when the answer is related to the question asked and is given with confidence and conviction.

Executives who value the ideals of Aristotelian excellence may lead their firms to become more profitable over time.