The Man Behind the Cloud: An Interview with VMware’s Paul Maritz

A new study suggests that boards must be more engaged, better advised, better informed and — in a word — feistier.

To fans imbued with the sacred traditions of baseball or football, Formula One motor racing is an exercise in organized high-speed chaos.

The power to innovate, like many other kinds of power, is fraught with paradoxes. It must start at the top but be disseminated widely.

In the mid 1990s, designers at a Scottish video game company called DMA Design were trying out a “race and chase” car game.

Some guys buy an old boat, fix it up and sell it; maybe make a few bucks, maybe not.

China, most experts agree, is at a crossroads.

Paul Maritz, CEO of VMware, a fast-growing high-tech company with a $38 billion market cap, is back in Silicon Valley.

It’s been a long and perilous year for political leaders around the globe.

There have been attempts to erect paywalls around some of it — iTunes, The Wall Street Journal, naughty bits.

When CEO Tim Miller needed a $10 million dollar infusion for his young software development company.

August is always a squirrely month in the markets, but in 2011 it went full-tilt manic-depressive.

Recently, I helped to organize a gathering aimed at accelerating innovation in the pharmaceutical and biotech industries.