Dylan Walsh

Jack Welch, the legendary General Electric CEO, was infamous for firing the bottom 10% of his workforce every year, without exception. The company's market cap rose substantially during Welch's tenure, but his "rank and yank" ritual was divisive. If you knew your job was always on the line, the logic went, you would push harder and generate results. Yet what did this approach do to the employees who had to constantly compete with each other to keep their jobs?

Yale's Divinity School is helping develop a blueprint for how faith practitioners, theorists, and educators can stay relevant to modern life.

The standard advice for managing artificial intelligence risks such as hallucinations and unreliable outputs is to keep a human in the loop

Robert Strand, executive director of the Center for Responsible Business and a lecturer at UC Berkeley Haas, has been studying the Nordic countries for more than two decades. He has lived, researched, traveled, and taught there. He has spent time raising his family there. He has cultivated relationships with the leaders of globally prominent companies […]

In Europe, over a fifth of the population is at least 65 years old. In Japan, the figure is nearly 30 percent . And the World Health Organization

For generations, negotiation has been treated as a distinctly human skill. Artificial intelligence is changing that.

MIT's Ramesh Raskar offers a compelling vision of the future. Suppose a 70-year-old pre-diabetic woman from rural India wants to attend a festival in a nearby city.

A new study co-authored by Yale SOM's Vahideh Manshadi and Faidra Monachou and Ilan Morgenstern of UC Berkeley lays out a framework to study the market for carbon offsets and their climate value.

The surging resource demands of artificial intelligence make headlines almost daily. The United Nations recently noted that by 2030, data centers