Amid a backlash against foreign investors, some executives are banned from leaving the country
The Camry, last overhauled for the 2011 model year, just got another face-lift
Laws require companies to pay state taxes on sheltered profits
Financial filings reveal the pay package Henrique de Castro received upon exit from the company.
Wal-Mart's new money transfers shows how the retailer can use its reach to push down costs
Skipping Rocks Lab develops a green alternative to all that plastic
Alessandro Borgognone wooed Japanese chef Daisuke Nakazawa to open the four-star New York eatery
Administrators quashed their food delivery service. Now they're focusing on other colleges
Prices are low, but there’s plenty of red tape
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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