Leadership & management

To remain viable, most organizations will have to achieve not only higher-level technological capabilities, but also higher-level human cognitive and emotional performance.

The key differentiator between bottom and top performers is not strategy but strategy execution. Professor Scott Snell delved into the topic at the Leadership in the Face of New Technology conference.

Professor Peter Belmi’s research examines the insidious structural and psychological factors that contribute to social and income inequality, often despite people’s best intentions.

Research shows that corporate boards with gender diversity are more effective than those without. But while the percentage of women on boards has risen, few are reaching positions of power. Professor Kim Whitler and colleague Deborah Henretta discuss the difference between presence and influence.

In this Three Things video, Darden Professor Manel Baucells, an expert in quantitative analysis, explains three important lessons his research has shown about how the right kind of fatigue management can lead to increased efficiency.

Technology is advancing at a speed that far exceeds the rate at which many organizations are transforming.

For any business delivering a project, service or result, a keen understanding of project management principles can be the crux of success or failure not just for a specific project, but for a whole team or business; stakes are high. The same is true in the military, where the stakes can literally be a matter of life and death.