Expedia took bold steps to introduce empathy into its relationships with suppliers, which enabled it to strengthen partnerships at a critical moment in the company's history.

To retain top-tier talent, Chinese and multinational companies have to provide their MBAs with ample development opportunities and an environment that meets their needs and interests.

Traci Entel and Jenny Machida, authors of "The Empathy Engine: Achieving Breakthroughs In Patient Service," write about how healthcare organizations can improve care and raise their bottom line by providing personal touches.

Cost-cutting efforts could be a reality for some time to come. One dimension of cost-cutting is often disregarded—the critical need to ensure cost cuts occur in ways that obtain positive emotional commitment within the context of the culture.

When healthcare players transform themselves into Empathy Engines, they not only improve patient satisfaction but create opportunities to improve the quality of care, increase employee engagement, reduce costs, and achieve breakthroughs in organizational performance.

Tension is an essential component of the architecture of high-performing organizations. Using tension productively, so that employees are neither complacent nor overwhelmed, requires 3 key skills: picking the right fights, leveraging informal networks, and developing proactive leadership skills.

In this BusinessWeek case study, Niko Canner analyzes Cognizant's organizational evolution to a "two in a box" structure.

This white paper introduces a rigorous process that can be applied comprehensively across a company to determine the ROI of diversity initiatives in four critical areas: workforce, suppliers, customers, and the community.

Find out how the informal organization can drive innovation, cross-functional collaboration, constant improvement, and customer service.

What does the change mean? What do I need to do differently? How do I get there? By answering these questions, communities of practice play a vital role in transforming corporate strategy into meaningful action on the front line.

Strategic service is not just about how an individual representative reacts to an individual customer; it's about how the company as a whole reacts to its customers.

This article forecasts a dramatic shortage of technical talent in the energy exploration and production industry and describes how companies can make talent management a strategic priority, drawing on innovations in place at Slumberger and BP.

CEO transitions are increasingly common and high-stakes, but most boards do not prepare sufficiently to meet these challenges. Gus Vlak provides guidance.

Senior Fellow Chris Trimble, along with coauthor Vijay Govindarajan, explain how established organizations can build breakthrough new businesses. In 2006, the Wall Street Journal published a top ten book list that included Ten Rules alongside Freakonomics, the Tipping Point and Blink.