Volume 4, Number 1, Fall/Winter 2011
High-frequency trading has the potential to make markets more volatile than ever. Federico Bandi uses complex mathematical models to find reason—and to predict behavior—amid the chaos.
Earthquakes, hurricanes, fires, and floods. Natural disasters are unpredictable, costing billions in economic losses each year. Can businesses make them survivable?
Natural disasters make the poor even poorer. Due to underinsurance in developing countries, a single disaster can wipe out 50 years of progress.
China’s growing economy is second only to that of the United States, but with economic imbalances threatening sustainable growth, China needs to adjust. Adjusting, however, carries its own set of risks.
For nearly three decades, bioengineer Robert Langer has been leading the way in connecting science and industry—with more than 800 patents and 200 companies to show for it.
These shipping containers piled up in the wake of Japan’s 2011 tsunami are evidence of the estimated $210 billion in economic losses caused by the disaster, most of it uninsured.
Volume 3, Number 2, Spring/Summer 2011
In this section, we explore three areas that need attention—cities, business, and education—and turn to experts in each field to understand what might be done to create a healthy, prosperous, more perfect society in the century ahead.
Whether building a city from scratch in Abu Dhabi or retrofitting the Chicago Loop, architect Adrian Smith says 21st-century cities need to be clean, green, and user-friendly.
To regain their competitive edge in the global economy, American businesses need to embrace the notion that what’s good for everyone else is also good for us.
To succeed in the 21st century, kids will have to become creative, collaborative, and passionate about what they’re learning—traits the current education system was not designed to teach.
An aging world population has implications—social, economic, political, medical, educational—for every generation.
At the second annual TEDx MidAtlantic conference, speakers were asked the age-old question, What if? Here are 10 intriguing answers.
She didn’t enter this world with $200,000 worth of debt—but anyone born in the United States today will.
Volume 3, Number 1, Fall/Winter 2010
Forget what you think you know about entrepreneurs. The biggest difference between them and your average businessperson isn’t who they are, it’s how they think. (And you can learn to do it, too.)
Sequencing the human genome promised to change the way we do medicine. To realize cures–and profits–in that arena, corporations may have to change the way they do business.
Demand for energy is ever growing, and with it the threat of global climate change. But as technology develops, the energy we use is becoming less carbon intense. Are we seeing the last days of carbon?
Whether they are trading in carbon credits or sending human capital overseas, social-minded capitalists are showing that pursuing others’ interests may be the best way to pursue their own.
Volume 2, Number 2, Spring/Summer 2010
Corruption in its many forms–dishonesty, depravity, wickedness, villainy–seems to be written into our DNA. But what, exactly, is this scourge?
There are plenty of organizations pledging to fight global corruption but little international enforcement. Why should governments behave?
Employees pilfering supplies and fudging expense accounts can add up. But some experts suggest it’s sometimes worth the cost.
William Pigman has years of entrepreneurial experience in Russia, and he has the battle scars to prove it. Can his story offer lessons about how not to do business in an emerging market?
Megacities provide the mother lode of business opportunities–but plenty of risk as well. Think poverty, crime, poor infrastructure, and Mother Nature.
Business schools need to prepare students for the brutal realities of the marketplace. Can teaching about failure help budding businessmen and women succeed?
This summer, the Johns Hopkins Carey Business School moves to Harbor East, Baltimore’s newest and most dynamic neighborhood. Read story. Photo by Mandy Houck
Volume 2, Number 1, Fall/Winter 2009
Millions of consumers couldn’t care less about copyright or authenticity. What does business do when customers resist paying for the real thing?
Venture capitalist Juan Enriquez will tell you all that’s wrong with education, science funding, Detroit, and government regulation. Just ask him.
The auto business looks bad in Detroit. But it’s never looked better in Mumbai or Shanghai.
Doing business in a war-ravaged nation is a risky proposition. But it can do a lot to rebuild a civil society.
In a post-conflict environment, hope for a better tomorrow is the glue that holds peace together.
Volume 1, Number 2, Spring/Summer 2009
Crashing economy, crashing health care system… this is opportunity? Some experts say, “Yes, indeed.” Myriad problems mean myriad openings for entrepreneurial troubleshooters.
There are alternatives to depleting oil. There are no alternatives to depleting water. A water map of the world is paradoxical, scary, and a bulletin from the future.
Water is everywhere–except where 884 million people desperately need it. The water crisis may make the oil crisis look easy.
Success at tech transfer has been elusive. Universities jumped at what seemed a sure thing and found only red ink. From the few places where it has worked, four words: Be realistic, be flexible.
Johns Hopkins Carey Business School faculty weigh in on business questions of the day.
Volume 1, Number 1, Fall 2008
With the nation facing one of its worst financial crises ever, a lot of people are pointing to the business community and asking, how could you get it so wrong? But some business leaders see this as the ultimate teachable moment, an opportunity to radically rethink the way B-schools educate students, so that MBAs of the future will solve problems rather than create them.
The focus will be on innovation, integration, and international engagement.
Breaking down the Global MBA.
High yields and low prices sent corn off the cob and into our gas tanks. But corn may not be the ethanol elixir we thought it was.
Having conquered the markets, many successful entrepreneurs turn their attention toward philanthropic pursuits. Giving, it turns out, can be harder than they thought. But with venture capital, business savvy, and very high expectations, some social entrepreneurs are not just changing the world, but changing how the world does nonprofits.