The days of U.S. boycotts of South Africa are long gone. The country is an economic powerhouse in Africa and a key economic partner for the U.S. In four years as U.S. ambassador to South Africa, Donald Gips ’89 worked to increase investment and trade flows between the countries.

Senior Associate Dean Jeffrey Sonnenfeld writes that Carnival CEO Micky Arison is a vivid example of the public’s growing skepticism about leaders.

Discussion at the Yale CEO Caucus focused on global hot spots and their likely effects on the business environment in the next year.

There's a recycling bin on every doorstep, as cities push to recycle as much solid waste as possible. But Lanny Hickman, the former executive director of the Solid Waste Association of North America, says that we should think of recycling as just one more way to remove solid waste, with its own costs and benefits. He argues that we waste an opportunity by not converting more of our garbage into electricity.

Honeywell International has 132,000 employees around the world and dozens of businesses in the aerospace, energy, consumer products, construction, automotive, healthcare, and other industries. How does an organization on that scale stay nimble enough to recognize opportunities and take advantage of them? CEO Dave Cote discusses the company's strategy and his own role.

Managers from four global companies talk about how they launched social and environmental innovations within massive organizations.

Corruption gums up the workings of a market economy—making legal activity less efficient, degrading the quality of institutions, and disadvantaging those who would behave ethically. A website in India aims to use the tools of social networking to start the wheels of positive change.

Google's success depends on sustaining both generative chaos and precision output. Laszlo Bock, who heads the internet giant's human resources function—which it calls "People Operations"—talks about how it encourages employees to participate in running the company and builds effective teams.

The team is an indispensable component of the modern organization. Harvard professor Richard Hackman outlines how leaders can set up teams for success.

A range of often subtle biases around gender roles pervade the workplace. SOM's Victoria Brescoll discusses the impact these biases have on women and men, successful approaches to inclusivity, and the business case for making changes.

Does power corrupt? Stanford professor Jeffrey Pfeffer suggests that power is instead a tool that you should make use of to advance your career and safeguard your interests against unfeeling organizations and unfair leaders.

Roger Brown is the president of the Berklee College of Music. He previously cofounded Bright Horizons, a childcare provider that grew into a billion-dollar, publicly traded company, and ran relief operations in Asia and Africa. He talks about lessons he’s learned from these leadership experiences—including the importance of authenticity and the value of a little music.

Rosabeth M. Kanter, the Ernest L. Arbuckle Professor of Business Administration at Harvard Business School, discusses her vision of the advanced leadership needed to address the unique challenges of the complex global environment of the 21st century.

Decisions made by those at the top of major companies, nonprofits, and government organizations can affect millions of lives. Yale’s president and SOM’s current and future deans discuss how business schools can train leaders with the long-term perspective and sense of integrity to create durable value in their organizations.