Bondholder Kenneth Dart, after staying quiet, says he wants full payment—just like Paul Singer
Does SodaStream's turn toward branding itself as a sparkling water vendor—and its dismal financial performance—suggest that it's seeking a different future?
A federal judge in New York refuses to exterminate an asbestos union's inflatable rat, saying "Scabby the Rat" is covered by the First Amendment
In October, more than two customers joined T-Mobile from a competitor for every customer that left it
Dominique Strauss-Kahn acquired a 20 percent stake in a Luxembourg finance firm last year, but quit his chairmanship on Oct. 20. His ex-partner Thierry Leyne died on Oct. 23
Ministry of Supply’s Aviator jacket combines the structure of a tailored garment with the functionality of a windbreaker
Marvel isn't keeping quiet about its movie plans now that DC has publicized its long slate of superhero vehicles
U.S. consumers are more likely to believe marketing materials that include charts and other scientific-looking things
This year's must-have Silicon Valley office accessory: a $199 bear costume
By Roberto Verganti
Harvard Business Press; 288 pages; $35
Eschewing the received wisdom that the customer is always right, Politecnico di Milano professor Verganti focuses on game-changing designs that up-end expectations and create entirely new markets. With examples from companies such as Fiat and Swatch, Verganti also includes a useful section on how executives can attempt to instigate their own programs of radical innovation.
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