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Excerpt from PCMag.com -- "'When you need an option to change, it is always too late,' he said. In other words, the ideas you may need in the future may be inconsistent or in conflict with ideas you are using now."

Excerpt from The New Republic -- "'EB-5 became extremely common after the financial crisis,' Friedland told me, 'and very broad.' With the rules revised and unemployment spiking anyway, virtually every project in the country could be proven as benefiting a high unemployment area, effectively lowering the individual investment amount to $500,000 across the board."

Excerpt from The Wall Street Journal -- "'It will make some difference but not a big difference,' said Nicholas Economides, an economics professor at New York University Stern School of Business. 'Rivals have become weaker and it’s very difficult to restore competition.'"

Excerpt from Clear Admit -- "Last week, the NYU Stern School of Business Center for Sustainable Business in partnership with IRI, released a new U.S.-based sustainable business study and established the Sustainable Share Index. The new Index offers an in-depth analysis of product purchases marketed as sustainable. Approximately 36 product categories were reviewed, representing 40 percent of total consumer product good sales, excluding tobacco and alcohol."

Excerpt from Business Insider -- "In her book 'The Person You Mean to Be: How Good People Fight Bias,' Dolly Chugh, a psychologist and associate professor of management and organizations at New York University's Stern School of Business, explained the term 'good-ish.' In the context of bias, this phrase refers to the idea that it's better to confront our mistakes (such as mispronouncing someone's name) than to be 'perfect.'"

Excerpt from Quartz -- "'WeWork has created the physical-world equivalent of a digital platform,' says Arun Sundararajan, a professor at New York University’s Stern School of Business and the author of The Sharing Economy."

Excerpt from Forbes India -- "Formulated by Edward Altman of New York University’s Stern School of Business in 1968, z-score, says Azeez, is better than ratings for determining credit risks before a company goes down. This is particularly critical for a country like India, which has 38 AAA-rated companies compared to the US that has just two."

Excerpt from The New York Times -- "'This is a golden age of construction in American metropolitan areas,' said Gian Luca Clementi, as associate professor of economics at the Stern School of Business at New York University. 'The U.S. is still less urbanized than similar countries, so if anything, we will probably see more and more construction.'"

Excerpt from CNN -- "'Enabling the entire transaction to occur within the same interface without going outside [the app] may not sound like a big deal, but that's when most of the [traffic] leakage happens,' he said."

Excerpt from Corporate Eco Forum blog -- "We found that products marketed as sustainable are driving product and category growth; in fact, that they delivered 50.1% of the growth in the packaged goods market growth from 2013-2018!"

Excerpt from Forbes -- "The Sephora Accelerate program is what I call a quadruple win. It’s a win for Sephora because it’s great for its brand image to be supporting women-lead start-ups. It’s a win for the start-ups who gain valuable information and relationships that can significantly increase their chances of success. It’s a win for consumers because Sephora is helping bring products, ingredients, packaging and technology to market that are genuinely are better than what’s currently out there."

Excerpt from the The New York Times -- "As political actors, the couple are living exemplars of the Dunning-Kruger effect, a psychological phenomenon which leads incompetent people to overestimate their ability because they can’t grasp how much they don’t know."

Excerpt from Ad Age India -- "With the trend of potential consumers opting out of ‘tracking’ and wanting control over their own data, where does that leave brands that want to target existing and potential consumers? What is the answer to users opting out? In my mind, the answer is two-fold: relevance and absolutely stellar Customer Experience or CX."

Excerpt from Bloomberg -- "CapEx is the most important thing for them... their major focus is going to be towards future technology; they're building driver hubs to facilitate for the drivers. So if they build a good relationship with the employees, that will serve them well. That will differentiate from Uber or Grab in Asia."

Excerpt from Fast Company -- "These authors argue that given economic prospects are less certain because of stagnating wages, automation and globalization, wealthier parents tend to be particularly concerned about the future economic opportunities for their children."

Excerpt from ThinkProgress -- "'What happens if Amazon goes bust, then how do you find UBI?' Seamans said. 'What happens if Amazon reorganizes? What happens if Amazon moves to different country? There’s so many things that could go wrong it doesn’t seem feasible.'"

Excerpt from ANA -- "'You have to make sure you're in fighting shape,' says Allen Adamson, co-founder of Metaforce and adjunct professor of marketing at the NYU Stern School of Business. 'But you also have to plan how to weather the storm.'"

Excerpt from Bloomberg -- (23:25) "In finance, as strange as it may sound, [integrating AI] is an easier problem than automated cars and autopilot in cockpits, where the consequences of error are really large. In finance, you can actually look at the distributions... you have to have expectations about how often the machine will be wrong."

Excerpt from Financial Times -- "Another alternative is to look at the most valuable 20 companies in the US economy, and the most valuable four in each of 60 or so different sectors, whether or not they are digital and whether or not they are highly productive. This is the approach taken by Germán Gutiérrez and Thomas Philippon, economists at New York University, in a new working paper."

Excerpt from NPR -- "While Schilling viewed the incredible accomplishments of the likes of Albert Einstein, Marie Curie, Steve Jobs, Elon Musk, Dean Kamen and others with awe and wonder, there was also something liberating about their unconventional and often isolated lives. '[It was] the idea that you don’t have to be super social to be a very successful person and that you should really just embrace who you are and enjoy being that person,' she said."

Excerpt from Politico -- "In order for regulations to be effective, they have to be specific. But AI is progressing so fast that any regulations created in 2019 would be outdated by the time they went into effect. Instead, the U.S. should lead the way by founding a Global Alliance on Intelligence Augmentation — an international body dedicated to collaborate and set best practices for AI that would include researchers, sociologists, economists, game theorists, futurists and political scientists from across the world. China, too, should have a seat at the table."

Excerpt from Logistik Heute -- (Translated from German using Google Translate) "'Despite the recent progress in globalization, the world is still less interconnected than most people think,' said Steven A. Altman, one of the authors of the study and senior research scholar at New York University's Stern School of Business. 'This is important because people who overestimate the extent of international networking tend to have greater concerns about potential negative impacts.'"

Excerpt from MetroMBA -- "The Center for Sustainable Business at NYU’s Stern School of Business recently released new findings from its Sustainable Share Index, an analysis of consumer’s purchases of products and business marketed as sustainable."

Excerpt from GreenBiz -- (18:25) "We've had really significant uptake. We've been working with the automotive sector, Aston Martin, GM, VW. We are now starting an initiative with the apparel sector, which includes Reformation and Eileen Fischer. We've been working with Mars; we've been working with Pfizer. So a series of different companies have begun to use ROSI as a tool to better understand where value is being created in their sustainability initiatives to then be able to scale up those initiatives and really deliver shared value back to the company and to society."