The Russian president thought he could outlast the opprobrium of the easily distracted West. It's a gamble he's lost
With few new buyers, the superjumbo's fate is up in the air
Instead of fighting for more regulations, they're pushing for market-based solutions
Vessel wants YouTube stars to focus on another platform
JPMorgan's chief helps kill a Dodd-Frank rule and does the heavy lifting for Wall Street
MetaMind customizes its deep-learning software for businesses that want to learn faster
The final installment of "Serial," a cult-favorite podcast about a murder, will begin just like every other episode—with the name of a prison telecom provider
"These colleges are ranked the top in the country, and it's surprising to me that they can't send out a simple email."
Customer service is one area where small businesses can beat big-box competitors
By Christian Terwiesch and Karl Ulrich
Harvard Business Press; 256 pages; $35
We're often told that innovation is more art than science, with no way to guarantee success. Two professors at Pennsylvania's Wharton School, however, lay out a series of scientific principles and tools that they say can help make the management of innovation if not foolproof, then at least more systematic. The authors show their dry, academic roots at times in this serious, thoughtful read.
Listen to Terwiesch and Ulrich in conversation with former BusinessWeek editor Reena Jana
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