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Since the global financial crisis of 2008, many American banks have dealt with publicity crises and a tarnished public image. Wells Fargo, however, was one banking giant that never required a public bailout and managed to come out of the crisis relatively unscathed, making its self-inflicted phony accounts scandal years later more dramatic.

To compete effectively in a fast-paced environment, companies are realizing they need to build deeper attachments with customers. They want customers who will do more than just shop — who will influence others, make referrals and even co-create new products.

In this Three Things video, Darden Professor and Dean Emeritus Robert Bruner discusses how we know crises will recur and how we can personally prepare for them. 

Professor Peter Belmi’s research examines the insidious structural and psychological factors that contribute to social and income inequality, often despite people’s best intentions.

Research shows that corporate boards with gender diversity are more effective than those without. But while the percentage of women on boards has risen, few are reaching positions of power. Professor Kim Whitler and colleague Deborah Henretta discuss the difference between presence and influence.

University of Virginia Darden School of Business Professor Alan Beckenstein sees a relatively strong U.S. economy, with darkening storm clouds on the horizon.

Darden Professors Raj Venkatesan and Kim Whitler have found, in their research, seven key lessons that apply to all companies, whether they are “native” in data analytics or have transitioned into it.

In this Three Things video, Darden Professor Manel Baucells, an expert in quantitative analysis, explains three important lessons his research has shown about how the right kind of fatigue management can lead to increased efficiency.

Technology is advancing at a speed that far exceeds the rate at which many organizations are transforming.

We’ve all faced situations in which — faced with long odds, tight deadlines, a challenging environment or limited resources — we’ve marshalled our problem-solving skills and figured out how to do what needs to be done.