Harvard Business Review - 2004.11.pdf

60Getting Past Yes:Negotiating as ifImplementation MatteredDanny Ertel70Bringing Customers into the BoardroomGail J.McGovern et al.82The Wild West of Executive CoachingStratford Sherman and Alyssa Freas94A ligning Incentives in S upply ChainsV.G.Narayanan and Ananth Raman104R apid-F ire F ulfillmentKasra Ferdows,Michael A.L ewis,and Jose A.D.Machu ca18Forethought35HBR Case StudyTak e the Money or R un?John W.Mu llins51First PersonThe CEO s R eal LegacyKenneth W.Freeman118Best PracticeCR M D one R ightDarrell K.Rigby and Dianne L edingham131Tool Kit Time-D riven A ctivity-Based CostingRobert S.Kap lan and Steven R.Anderson146Executive Summaries 152Panel Discussion How to Replace Yourselfpage 51How to Use a Coachpage 82Now What?November 2004 www.hbr.orgpage 60HBRSpotlight94The 21st-Century Supply ChainPart 2of 3TLFeBOOKTLFeBOOKTLFeBOOKTLFeBOOKTLFeBOOKTLFeBOOKTLFeBOOKCOVER ART:ERIK SANDBERGF e a t u r e s94A ligning Incentives in S upply ChainsV.G.Narayanan and Ananth Raman A supply chain works well only if companiesincentivesare alignedthat is,if the risks,costs,and rewards ofdoing business are distributed fairly across the network.Otherwise,the network is flirting with disaster:excess inventory,stock-outs,incorrect forecasts,inadeq uatesales efforts,and poor customer service.104R apid-F ire F ulfillmentK asra Ferdows,Michael A.Lewis,and J ose A.D.MachucaTo maximize your entire supply chain,you may have tomake some pretty counterintuitive moveslike sendingtrucks away from the warehouse half empty or runningfactories only during the day shift.Find out why suchpenny-foolish tactics add up to a pound-wise strategy.6060Getting Past Yes:Negotiating as if Implementation MatteredDanny ErtelWhy do so many deals that look good on paper end up in tatters?Negotiators are often so focused on doingwhatevers necessary to close a deal that they pay little attention to howor ifthe parties can actually make the agreement work.70Bringing Customers into the BoardroomGail J.McGovern,David Court,J ohn A.Quelch,and Blair CrawfordMost boards lack a clear understanding of how well theirmarketing functions support their strategies for top-linegrowth.Heres a simple set of tools boards can use to en-sure that marketing is effectively aligned with strategy.82The Wild West of Executive CoachingStratford Sherman and Alyssa FreasBad executive coaching is widely available,wastes lots of money,and can even do harm.Good coaching,on theother hand,produces clear business results by recogniz-ing that there are three key parties in any good coachingrelationship:the coach,the coachee,and the client whopays the bills.HBRNovember 2004827010494HBRSpotlightThe21st-Century Supply Chaincontinued on page 86harvard business reviewPart 2 of 3TLFeBOOKTLFeBOOK8harvard business review10FROM THE EDITORBound to F ail,or S et Up to S ucceed?The highest measure of leadership is that it creates circumstances underwhich great things happen withoutheroics.Much of the art of good man-agement lies in designing systems andincentives in such a way that people willnaturally do the right things.18FORETHOUGHTGive consumers control of their pur-chasing dataBig ideas from smallcountriesIts easy to misjudge deci-sionsLess leadership,pleaseNot all U.S.manufacturing is headed off-shoreYoung employees itching to stay putNew patent laws inhibit innovationAn antidiscrimination law makes life worse for workersWhycompanies should care about nationalsecuritySecrets of a successful jointventureWhats in a brand name?Managers,polish your silver and host an innovation party.35HBR CASE STUDYTak e the Money or R un?J ohn W.MullinsEverythings going well for start-upPetrolink until a venture capital firmmakes an unapproved change to the con-tract.Even if the deal still looks promis-ing,will the fledgling company later regret doing business with the firm?51FIRST PERSONThe CEO s R eal LegacyK enneth W.FreemanMost chief executives are loath to give up the power,perks,and prestige thatcome with the job.Heres the story of anincumbent CEO who set ego aside to actively manage the process of findingand grooming a successorand helpedstrengthen his company along the way.Departments18November 200492STRATEGIC HUMOR118BEST PRACTICECR M D one R ightDarrell K.Rigby and Dianne LedinghamCustomer relationship management systems dont have to be technologicalblack holes into which organizationsthrow money.Theres a smart way to approach CRM that delivers competitiveadvantage.131TOOL KITTime-D riven A ctivity-BasedCostingRobert S.K aplan and Steven R.AndersonTraditional activity-based costing takestoo long to implement,is expensive tobuild and maintain,and is badly suitedto the complexity of most businessesoperations.A new scalable approachprovides meaningful cost and profit-ability information,q uickly and inexpensively.141LETTERS TO THE EDITORThe best way for an organization totransfer“deep smarts”is to have backuppeople work side by side with expertsand go through the fundamentals,almost from scratch.146EXECUT