An executive I work with once told me: “We're pretty good at deciding which companies to acquire and we know how to pay the right price… but we're not good at integrating. We want them to adopt [...]

An executive I work with once told me: “We're pretty good at deciding which companies to acquire and we know how to pay the right price… but we're not good at integrating. We want them to adopt [...]

An executive I work with once told me: “We're pretty good at deciding which companies to acquire and we know how to pay the right price… but we're not good at integrating. We want them to adopt [...]

An executive I work with once told me: “We're pretty good at deciding which companies to acquire and we know how to pay the right price… but we're not good at integrating. We want them to adopt [...]

An executive I work with once told me: “We're pretty good at deciding which companies to acquire and we know how to pay the right price… but we're not good at integrating. We want them to adopt [...]

As someone who loves my profession, I genuinely look forward to each workday. In fact, there have been many times when it took me by surprise that others don’t feel this way.

Over the past weekend, someone said to me (quoting Upton Sinclair) that it's difficult to get people to understand something when their income depends on their not understanding it.

The world is always changing, but lately the changes have felt faster and more extreme. In times like these, your ability to manage risk and uncertainty can give you a huge competitive advantage.

Back when I was applying for admission to Harvard Business School, one of the essays I had to complete was “when did you confront an ethical dilemma and how did you handle it?”

Businesses that are willing to take on more risk and operate in uncertain environments can win a competitive advantage over those that are not.