60GettingPastYes:NegotiatingasifImplementationMatteredDannyErtel70BringingCustomersintotheBoardroomGailJ.McGovernetal.82TheWildWestofExecutiveCoachingStratfordShermanandAlyssaFreas94AligningIncentivesinSupplyChainsV.G.NarayananandAnanthRaman104Rapid-FireFulfillmentKasraFerdows,MichaelA.Lewis,andJoseA.D.Machuca18Forethought35HBRCaseStudyTaketheMoney–orRun?JohnW.Mullins51FirstPersonTheCEO’sRealLegacyKennethW.Freeman118BestPracticeCRMDoneRightDarrellK.RigbyandDianneLedingham131ToolKitTime-DrivenActivity-BasedCostingRobertS.KaplanandStevenR.Anderson146ExecutiveSummaries152PanelDiscussionHowtoReplaceYourself…page51HowtoUseaCoach…page82NowWhat?November2004www.hbr.org…page60HBRSpotlight94The21st-CenturySupplyChain[Part2of3]TLFeBOOKTLFeBOOKTLFeBOOKTLFeBOOKTLFeBOOKTLFeBOOKTLFeBOOKCOVERART:ERIKSANDBERGFeatures94AligningIncentivesinSupplyChainsV.G.NarayananandAnanthRamanAsupplychainworkswellonlyifcompanies’incentivesarealigned–thatis,iftherisks,costs,andrewardsofdoingbusinessaredistributedfairlyacrossthenetwork.Otherwise,thenetworkisflirtingwithdisaster:excessinventory,stock-outs,incorrectforecasts,inadequatesalesefforts,andpoorcustomerservice.104Rapid-FireFulfillmentKasraFerdows,MichaelA.Lewis,andJoseA.D.MachucaTomaximizeyourentiresupplychain,youmayhavetomakesomeprettycounterintuitivemoves–likesendingtrucksawayfromthewarehousehalfemptyorrunningfactoriesonlyduringthedayshift.Findoutwhysuchpenny-foolishtacticsadduptoapound-wisestrategy.6060GettingPastYes:NegotiatingasifImplementationMatteredDannyErtelWhydosomanydealsthatlookgoodonpaperendupintatters?Negotiatorsareoftensofocusedondoingwhatever’snecessarytocloseadealthattheypaylittleattentiontohow–orif–thepartiescanactuallymaketheagreementwork.70BringingCustomersintotheBoardroomGailJ.McGovern,DavidCourt,JohnA.Quelch,andBlairCrawfordMostboardslackaclearunderstandingofhowwelltheirmarketingfunctionssupporttheirstrategiesfortop-linegrowth.Here’sasimplesetoftoolsboardscanusetoen-surethatmarketingiseffectivelyalignedwith...
