HowLeadersGrow…page66UnderstandingBigRisks…page7854HowStrategistsReallyThink:TappingthePowerofAnalogyGiovanniGavettiandJanW.Rivkin66SevenTransformationsofLeadershipDavidRookeandWilliamR.Torbert78CounteringtheBiggestRiskofAllAdrianJ.SlywotzkyandJohnDrzik92TheQuestforCustomerFocusRanjayGulatiandJamesB.Oldroyd102TheRelativeValueofGrowthNathanielJ.Mass14Forethought35HBRCaseStudyClass–orMass?IdaleneF.KesnerandRockneyWalters49DifferentVoiceStrategicIntensityAConversationwithWorldChessChampionGarryKasparov114HBRatLargeSelectionBiasandthePerilsofBenchmarkingJerkerDenrell121BestPracticeTheHalf-TruthofFirst-MoverAdvantageFernandoSuarezandGianvitoLanzolla131ExecutiveSummaries136PanelDiscussionFocusYourThinkingApril2005www.hbr.org…page54TLFeBOOKTLFeBOOKTLFeBOOKNEWYORKLONDONPARISMILANTOKYOCHICAGOTROYDALLASBEVERLYHILLSPALMBEACHBOSTONTLFeBOOKTLFeBOOKTLFeBOOKTLFeBOOK6harvardbusinessreviewCOVERART:JIMFRAZIERFeatures92TheQuestforCustomerFocusRanjayGulatiandJamesB.OldroydWhatdocustomersreallywant?Whatdoesyourcom-panyreallyneedtoknowaboutthem?Youwon’tfindoutsimplybyconductingasurveyorinstallingaCRMsystem.Theroadtoenlightenmentismuchlongerandharderthanthat–butthosewhogothedistancehavetheprofitstoshowforit.102TheRelativeValueofGrowthNathanielJ.MassYoumightbesurprisedathowmuchmorevaluableitcanbetogrowthantocutcosts.Nowyoucandeterminewhichofyourcorporatestrategiesareworkingtodelivervalueandwhetheryouarepullingthemostpowerfulleversforvaluecreation.continuedonpage86654HowStrategistsReallyThink:TappingthePowerofAnalogyGiovanniGavettiandJanW.RivkinTheexhilaratingfeelingof“I’veseenthissituationbefore!”leadssometimestostrategicbreakthroughs,sometimestodisaster.Here’showtomakesureyouranalogicalreasoningisonthemoney.66SevenTransformationsofLeadershipDavidRookeandWilliamR.TorbertFewleaderstrytounderstandtheirleadershipstyles.Theyshould,becausethosewhoundertakeavoyageofpersonalunderstandinganddevelopmentcantrans-formnotonlytheirowncapabilitiesbutthoseoftheircompanies.78CounteringtheBigg...
