Katie Luby, SFMBA ’18, believes that employees are more motivated and invested when they know their work will make a person’s life better.

The vast and sobering implications of climate change can be overwhelming to contemplate. What are the best solutions—and will they actually work?

Venkat Maroju, SF ’07, believes that the only way to improve one part of an agricultural supply chain is to improve every part.

It was called the South Sea Bubble, and it was one of the most precarious financial crises in history.

The economic impact of COVID-19 is eerily similar to the recession in 2007-2008. Today, history appears to be repeating itself.

As the executive director of an incubator that develops youth and adult programs at the National University of Singapore (NUS), Ye-Her Wu, SF ’14, has had a sweeping vantage point on how the pandemic has accelerated change for students, staff, and faculty.

“You cannot drill oil from home.” The quip from Monday Okoro, SF ’07, vice president of Schlumberger Production Management, sums up the complexity of the issues facing companies like his whose operations require the physical presence of a vast workforce.

In Japan, where workplace practices have been rooted in generations of tradition, pandemic-driven changes feel tectonic. But some of them are welcome and long overdue, says Shihoko Kato, SFMBA ’19, director of the global business office at Japanese telecom giant NTT in Tokyo.

“I shrug when people lament these changing times. When, in the last 2,000 years, haven’t we been living in changing times?” laughs Costantino Sambuy, SF ’06, CEO of Peugeot Motocycles, the world’s oldest manufacturer of scooters.

For nearly two decades, Google has been working on technology that helps people collaborate across continents. “We want to connect people all over the world so that they can to do great things together,” says Suzanne Frey, SF ’06, vice president of engineering and product at the global dynamo.