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The article lists the world’s most admired companies as of 2014, according to the journal, focusing on companies that overcame adversity and restored their reputation.

The article lists and presents brief commentary about each person on the publication's "50 Most Powerful Women Global Edition" list of women. Individuals discussed include chief executive Mary Barra of car manufacturer General Motors, chief executive Ginni Rometty of technology company International Business Machines, and chief executive Indra Nooyi of beverage-and-snack company Pepsico.

The article profiles the top business people in 2013. Elon Musk was the co-founder of e-commerce business PayPal, chief executive officer (CEO) of aeronautics company Space Exploration Technologies and automobile giant Tesla, and shareholder of energy firm SolarCity. Internet giant Tencent chief executive officer (CEO) Ma Huateng played a key role in helping the company reached the market value worth 95 billion dollars. Also included in the list are fashion giant Burberry CEO Angela Ahrendts.

The article features pairings between business partners, government leaders and heads of foundations who all share a willingness to learn from one another. DreamWorks Animation SKG chief Jeffrey Katzenberg took in Mellody Hobson on his board of directors and sees her as a valuable adviser who simplifies complex problems. Warren Buffett and Charlie Munger met at a dinner party in 1959 in Omaha and Munger states that the best advice he received from Warrent was to stop practicing law.

A list is presented of the world's 500 biggest corporations ranked by 2012 revenues.

The article presents commentary form several business notables on the best advice they ever received. Chief executive Jim Sinegal of Costco Wholesale Corp. learned a great deal about managing a business from Sol Price, the founder of Fedmart Co. Ltd. Chief executive Lloyd Blankfein of Goldman Sachs Group Inc. learned from a superior the importance of soliciting the opinions of others. INSET: WHAT PRICE ADVICE?.

The article discusses Providence Equity Partners. The firm gained prominence in the private-equity world by arranging the leveraged buyout of Canada's biggest telephone company, BCE Incorporated, in 2007. Chief executive Jonathan Nelson must now meet the challenges of managing a firm that has arisen from relative obscurity to become a sizeable, well-known company. The personality and career background of Nelson, who graduated from Brown University and then Harvard, are discussed.

The article discusses the lifestyle and work habits of Dominic Orr, chief executive officer of Aruba Networks. Orr, who faced family problems and depression due to being overworked, entered therapy and vowed to improve the quality of his life. Robert Reich's book "Supercapitalism" describes the negative consequences of global capitalism on work-life balance in the U.S. INSETS: ONE NATION UNDER WORK;4 BAD SIGNS.

The article discusses Dick Parsons, chief executive officer of Time Warner. Parsons' contract with Time Warner expires in May 2008, when he will be replaced by Time Warner president Jeffrey Bewkes. Time Warner's position as the biggest media company on the planet is noted. The falling stock price of Time Warner is mentioned. Bewkes' history as a marketing manager with Home Box Office Inc. (HBO) is noted. INSET: THE ROUTE TO THE CEO'S OFFICE.

The article presents a profile of Carlos Slim, a Mexican entrepreneur whose personal fortune is estimated at $59 million, making him the world's wealthiest person. Slim invested heavily in Mexican businesses when the nation's economy was depressed in the 1980s, which built the foundation of his fortune as Mexico recovered. Slim's corporations are omnipresent in Mexico. Some economists state his political influence allows him to operate monopolies that impede its economic growth.

The article focuses on billionaire Haim Saban, who, with a consortium of private equity players, bought Univision, the largest Hispanic media company in the U.S., in March 2007. The article details the acquisition of Univision and Saban's interest in the company. The article also discusses Saban's start in business, his interest in politics, his support of New York Senator and 2008 presidential candidate Hillary Clinton, and his efforts to smooth relations with Univision's rival Televisa.

The article discusses the affect of legalized dockside gambling on the rural community of Tunica County, Mississippi. Discussed is the former notoriety of Tunica as an example of southern U.S. poverty. The article discusses the stagnation of economic growth in the area, and measures being taken to diversify the local economy. Also discussed is Tunica's housing industry.

The article talks about Verizon Company's fiber optic service technology (FiOS). The new service will deliver the fastest internet connection in the U.S. The hair-thin strands of fiber-optic glass will download data at 50 megabits per second and upload files at 10 megabits per second. Verizon is using the technology to compete with cable television rivals like Comcast and Time Warner Cable who already offer phone, television and internet services.

The article reveals the comments of 18 business leaders and thinkers on the future of technology, media, business, globalization, and Iraq. Those asked to share their thoughts include president of News Corp. Peter Chernin, venture capitalist Vinod Khosla, governor of New Mexico Bill Richardson, chief executive officer (CEO) of Kaplan Thaler Group Linda Kaplan Thaler, founder of BP Capital T. Boone Pickens, and CEO of Mozilla Mitchell Baker.

The article profiles Paul Jacobs, chief executive officer for technology company Qualcomm. Jacobs, who is the son of Qualcomm founder Irwin Jacobs, is betting the company's success on new technologies like wireless video delivery in an effort to measure up to the standards set by his father, who remains on the company's board. INSET: TOMORROW'S CELLPHONE WILL ENTERTAIN, AMAZE--AND EVEN MAKE CALLS.

The article discusses server farms, the large nondescript buildings that house the equipment that stores and regulates most of the Internet's traffic. In an effort to keep up with their rapidly expanding online services businesses, companies like Microsoft, Google, and Yahoo, are spending billions to build server farms across America.

This article reports on the industry outsiders responsible for financing Hollywood films. Multimillionaire Bill Pohlad has helped finance legendary producer Rober Altman and also backed "Brokeback Mountain." Also, Dallas Mavericks owner Mark Cuban and eBay's founding president Jeff Skoll are both in the movie-making business.

The article looks at the corporate turnaround at Time Warner's America Online (AOL) unit. AOL vice chairman Ted Leonsis and president Mike Kelly suggested that AOL would need to build an Internet portal and offer its content for free if the company was to stay in business. AOL is reemerging as a force on the Internet, and it is being sought after as a potential partner for Google Inc. and Microsoft. AOL launched a free Web site that is attracting online advertiser interest. Jonathan Miller is the Chief Executive Officer of AOL. AOL's sponsorship of music concerts to combat African poverty increased traffic on the AOL Web site.

Reports on the efforts of Dick Parsons, the CEO of Time Warner, to improve the company's credibility. Success of the merger between Time Warner and AOL; Possibility of AOL becoming its own stock; Creation of a separate cable stock; Deal Time Warner made to acquire Adelphia. INSETS: CASH COWS;NEXT TIME YOU HEAR THE WORD 'VISION,' FLEE.

Discusses the impact of SBC on the communications industry. Significance of SBC's role in the U.S. telecommunications industry; Plans at SBC to market a high-tech television service; Characterization of SBC CEO Ed Whitcare; Potential for SBC to offer television service on the Internet; Details of cooperation between SBC and the Yahoo Internet service; Details of SBC's marketing strategy for their Internet television service; Potential impact of SBC's Internet television service on the telecommunications industry. INSET: CABLE GUYS AND PHONE GEEKS: BUTTING HEADS FOR 15 YEARS.

The article discusses how the proliferation of corporate Wi-Fi systems, illicit and approved, has created a new wave of security challenges for Internet technology departments. The very thing that makes Wi-Fi so attractive to companies--its ability to transmit large streams of data to every corner of a corporation over free, unlicensed airwaves--also makes it susceptible to freeloaders or hackers. So companies have started spending big money to make sure their wireless local area networks are as secure as their traditional wired systems. The expense offsets some of the cost savings typically associated with Wi-Fi. Suppliers of wireless gear argue that Wi-Fi systems can be better than wired networks at thwarting security threats. Some wireless systems, for example, enable companies to know not only when but also where breaches occur. At a minimum, the move to Wi-Fi networks forces companies to take a closer look at their entire security setup. Surprisingly, corporate America has yet to experience a widespread attack focused on wireless networks specifically. Even companies that do not have corporate Wi-Fi need to be vigilant. INSETS: THREAT NO. 1: ROGUE ACCESS POINTS;THREAT NO. 2: WAR DRIVING;THREAT NO. 3: EAVESDROPPING;THREAT NO. 4: RF JAMMING

Focuses on Jeffrey Citron, who has launched two startup companies. How in 2003 the U.S. Securities and Exchange Commission charged Citron with illegal trading; Details of Vonage, Citron's telecommunication company; Efforts to revolutionize the telecommunications industry; Other companies Citron has worked with.

This article examines the evolution of wireless technology and the cellular phone. On Oct. 13, 1983, Bob Barnett, an executive at Ameritech, the erstwhile Baby Bell, sat in a car parked outside Soldier Field in Chicago and made the country's first commercial cellular phone call. And then the revolution didn't happen. Actually, it did happen--is happening, and gathering momentum. Wireless is now a $325 billion industry that has altered the way many people around the world communicate and even behave. But the world we wirelessly live in today was along time coming. Scientists at AT&T's Bell Labs first came up with the cellular concept in 1947--back when black-and-white TV was considered a hot technology. But the tipping point for the wireless revolution came long after the development of the phone. In 1998, AT&T, the company that had once eschewed wireless, introduced a series of simple flat-rate calling plans. Customers paid a monthly fee for a bucket of minutes that included all roaming and long-distance calls. Competitors scrambled to match AT&T, and soon customers could talk on their wireless phones for as little as 10 cents a minute, cheaper than some long-distance rates at the time. Today cellphones seem as ubiquitous as the air that carries our calls.

This article features a new communications technology service provider called VOIP. There it was: a blurb recommending a phone service from a company called Vonage, which promises cheap rates by shipping calls on the Internet. It wants to be to the new Internet-based phone network that Ma Bell was to the phone system of the 20th century: chief architect and equipment supplier. A vision of how change might unfold comes from the Yankee Group: Starting in 2006, the research firm predicts, VOIP will really take off, and by the end of 2008 some 17.5 million users, or about 16% of U.S. homes, will be VOIPing--the beginning of mass-market acceptance. The VOIP revolution will land hard on the Baby Bells, which still control the majority of the residential phone lines in the U.S. A study by Sanford C. Bernstein estimates that the Bells will lose 15% of their residential phone customers to cable companies' VOIP services over the next five years.

Reports on ethics training for employees at MCI, formerly WorldCom. Plans of CEO Michael Capellas to turn around the reputation of the company which admitted to the largest financial fraud in United States history; Ethics vice president Nancy Higgins; Courses, signs, posters and seminars on ethics to help restore company creditability; Price of failure; Role of Richard Breeden, former chairman of the SEC who serves as corporate monitor; How the men work together to create a new MCI; Persistent charges of fraud from competitors.

Bob Wright, chief executive officer of General Electric's NBC, has entered into exclusive negotiations with Vivendi to acquire Universal's movie, television, and theme park operations in a deal valued at $14 billion. If Wright and Vivendi CEO Jean-Rene Fourtou complete the proposed deal, they will create a media giant--one that combines NBC's broadcast and cable properties with Universal's movie studio, its television production divisions, its cable assets and its interests in five movie theme parks. In a business known for its eccentric personalities, Wright has been a model of stability. He presided over the creation of CNBC, the leading financial cable network, and MSNBC, a 24-hour news channel. In 2002 NBC added Bravo. If the deal gets done, NBC will be in the business of making movies, which tends to scare off investors because of its unpredictable earnings. There are several reasons GE is willing to make this bet.

The article discusses America Online, which is owned by AOL Time Warner, and how Jonathan Miller is stabilizing the unit by cutting costs and improving AOL products. The long faces of employees--painfully visible last year when regulators began to investigate the division's accounting practices and some investors were calling for AOL's sale--seem to have vanished. Even Miller, the restrained chairman of the AOL unit, strikes an upbeat note. Since his arrival a year ago, the former USA Interactive executive has quietly cut costs associated with running AOL's huge network and customer-service operations. Thanks to such measures, AOL expects to generate roughly $1 billion in free cash flow this year, despite a plunge in online ad sales. Most important, AOL, which had $9.1 billion in revenue last year and is the second-biggest division in AOL Time Warner, seems to have gotten its creative mojo back. It has hatched a whole batch of user-friendly features in AOL 9.0 and at last has a strategy to hold on to customers who want high-speed Internet access. His strangest move has been to ask the AOL Time Warner board to consider removing "AOL" from the corporate name. Miller says a name change would help the online unit's brand by distancing it from the controversies surrounding its parent company. Whatever ultimately happens to the online division, Miller still has a lot to fix. Advertising sales are expected to be down 50% this year, compounding a 38% drop in 2002. Subscription sales, which now account for nearly 90% of the unit's revenue, are up slightly due to rising price abroad, but the brand is losing customres at home. AOL's competitive position is just part of the problem. It's still under the cloud of an SEC investigation into allegations that it improperly booked items such as stock-ownership warrants in some of its partners as advertising revenue.

Profiles Brian Roberts, chief executive officer of U.S. cable company Comcast. Comcast's acquisition of AT&T's cable television properties; View that Roberts has power, cash, customers, and a growing ability to exploit rivals; Management style; Outlook for potential partnerships and alliances; Views of Roberts; Career details; Comcast's financial discipline; Issues and challenges; Question of whether Comcast can keep its lead.

Discusses how some U.S. companies are turning falling prices into a chance at reinvention. Observes that while the economy has deflected deflation, many industries have suffered from sustained falling prices; Implications of deflation for corporations, including their employees and shareholders; How Hormel Foods managed a slight revenue increase by creating a whole new class of products; Strategy of AT&T to streamline operations; Focus of General Motors on creating unlikely alliances.

Ed Whitacre, the chief executive officer (CEO) of SBC Communications had a blunt message for the Michigan state utility board members: They were killing his company. During the 22-hour meeting, he chided the commissioners for forcing him to rent his phone network to competitors at cut-rate prices. The contentious meeting ended on a conciliatory note, with both sides promising to revisit the issue.

Discusses people to watch in business for 2003. Andrew Lack; Leslie Caldwell; Bill Gross; Susan Lyne; Robert Johnson; Paul Pressler; Barry Diller;Eric Schmidt; Bill Ford Jr.; Arun Sarin; Jonathan Miller; Mark McClellan; Rupert Murdoch; Dieter Zetsche.

Reports on the collapse of many telecommunication companies. Blame placed on many start-ups, including Global Crossing and WorldCom, for telecom's financial problems; Competition between startups and established companies, such as AT&T; Deals between companies to falsely boost their revenues; Debt buildup at the companies as they tried to make themselves bigger. INSET: Just one big happy family.

Questions whether Don Logan and Jonathan Miller can fix the financially-troubled America Online (AOL). Logan as AOL's corporate overseer; Miller named chief executive officer of AOL; The bad morale among AOL employees; Poor subscriber growth for AOL; Investigations into AOL's accounting practices.

Reports on AOL Time Warner chairman Steve Case, and his plans to revitalize the company. View from analysts who believe that the company should split; Other executives including Dick Parsons and Bob Pittman, and their role in rebuilding the company; Case's vision for the company. INSET: What's on Dick Parson's to-do list.

Focuses on the outlook for success at Qwest Communications International Inc., which is led by chief executive officer Joe Nacchio. Outlook for a hostile takeover of the company; Acquisition of US West by Qwest; Efforts to increase the stock price of the company and divest assets inherited from US West.

Focuses on Patricia Russo, chief executive officer of telecommunications equipment maker Lucent Technologies. Description of the company and her efforts to make it successful; Career highlights of Russo; Details of her plans to revive the company.

Presents 'Fortune' magazines list of people to watch in 2002. Jean-Marie Messier, head of Vivendi Universal, and Barry Diller, head of USA Networks, who formed a partnership in 2001; Sam Palmisano, expected to become chief executive of IBM; Career opportunities for television news personality Katie Couric; Others.

Reports on pressure from the Bell telephone companies and California executives for the United States federal government to invest in broadband service. How technology companies were looking to broadband to boost their sales; Reluctance of Americans to buy broadband services; Opinion that the federal government is unlikely to bail out broadband.

Focuses on the expected breakup of AT&T, as of October 2001. Why the company is failing; Debate over the decision of chief executive officer C. Michael Armstrong to split AT&T into separate wireless, cable and telephone companies; Prediction that AT&T as an independent company will soon be extinct; Mention of other failing telecommunication providers; History of the company. INSETS: THE INVESTOR;THE NOBEL LAUREATE;THE OPERATOR;THE CEO

This article reports on the efforts by telecommunication companies to build fiber-optic networks across the U.S. in 2001. However, investors pushed down the stock prices of fiber players that seemed unlikely to fulfill their business plans. Service providers suddenly had a hard time raising money to buy optical-networking gear. The makers of switches and lasers and fiber saw their orders and their market value shrink in turn. Nevertheless, telecommunications executives remain addicted to the fallacy that burying more fiber will create a demand for services. Now they have taken their battle to the street in a rush to build fiber networks for moving data in big cities. The amount being spent on urban fiber systems represent just a fraction of the investment in telecommunications. But the herd mentality is emblematic of the thinking that sent telecommunications companies to the direction of ruinous spending.

Introduces a series of articles which highlight technology-related companies, people, products and trends. What the authors learned while compiling the list; Comment that the economic slowdown made 2001 a difficult year for technology companies; Methods of selection.

Focuses on Cisco Systems Inc. How its decline in the aftermath of the economic downturn in the United States in 2001 is partly its own fault; Blame of its financial status which has been placed on chief executive officer (CEO) John Chambers; Decrease in the demand for the company's products; Mistakes Cisco made in its move into the telecommunications-equipment market, including its pursued partnerships with startups rather than well-established telephone companies; Size of Cisco's inventory stockpile.

This article discusses the trends that are expected from the U.S. high-technology industries and the performance of technology stocks in the market as of March 2001. Telecommunication companies are allotting large budget for the rights to mobile-telephone franchises, in anticipation of selling Short Message Service or wireless Web surfing to families. Companies are waiting in line to fill houses with Internet appliances, game consoles, wireless home networks, high-definition television, DVD, compact discs, and MP3. The expansion of consumer spending on technology devices occurred over a period of unprecedented economic growth. However, consumer confidence, as measured by the Conference Board, has declined for five straight months; that usually portends a slowdown in discretionary spending. Meanwhile, a limited number of voice calls have been zapped across the Internet for years. But now, the sound quality has improved. That makes new-economy voice of interest to a growing lineup of players. Battling over voice marks a departure for telecommunications.

Focuses on Lucent Technologies and chief executive officer (CEO) Henry Schacht. Losses of the company in 2000; Details of Lucent's growth strategy and risky practices, including the so-called vendor-financing arrangements; Challenges facing Schacht in rebuilding the company.

Profiles WorldCom chief executive officer Bernie Ebbers. How, in 2000, Ebbers' purchase of rival phone company Sprint was blocked by regulators; Success of WorldCom under Ebbers' leadership; Mention of Ebbers' personal financial problems; Statement that WorldCom will have to find a way to drive growth in data revenues.

Presents 'Fortune's' nominations for the hottest business stories and people of 2001. AT&T chief Mike Armstrong and WorldCom chief executive officer (CEO) Bernie Ebbers; Role of economist Larry Lindsey in the United States President-elect George W. Bush's cabinet; DaimlerChrysler chairman Jurgen Schrempp; Others. INSETS: The Hot Jobs in The New New Economy;You Heard It Here First; We Dubbed Bush President 21 Months Ago.

This article discusses the reasons for the downfall of the telecommunication industry as of November 2000. A few months ago Copper Mountain was on top of the world. The equipment company, which posted revenues of $113 million last year, was racking up sales from aggressive newcomers eager to take on the giant telecommunication company. Today, Copper Mountain warned of slowing growth in sales and lower than expected earnings for the coming year, sending its stocks plunging to about $12 a share. What is happening is a massive transformation of the telecommunications industry. The new players have to find revenues fast enough to pay for their networks without setting off a ruinous price war. This is bad news for the equipment suppliers that had positioned themselves as arms merchants in the burgeoning telecommunication battle. Companies like Copper Mountain could end up as takeover bait or toast if they cannot find new customers for their gear. INSET: Lucent's swoon.

Profiles Greg Maffei, chief executive officer (CEO) of 360networks. Career highlights of Maffei, which includes being chief financial officer at Microsoft; Discussion of the bandwidth industry which is highly competitive; Outlook.

Discusses the effect that broadband Internet access will have on consumers and mentions ways that telecommunications companies hope to capitalize on broadband access. AT&T's $100 billion acquisition of cable television lines; Initiatives of cellular companies to license airwaves for fast wireless service; Major players who are involved in broadband ventures, which indicates the seriousness of faster Internet access. INSETS: Neocubism;Video star.

Profiles chairman of Liberty Media John Malone. Description of AT&T's acquisition of Malone's Tele-Communications Inc. (TCI) and Liberty Media; Description of the rise of TCI and how Malone kept much of his power under AT&T with Liberty Media; Malone's interests in broadband technology and cable companies outside of the United States; Liberty Media's relationship with AT&T and CEO Mike Armstrong, including the possible sale of Liberty Media by AT&T.