Harvard Business Review - 2015.12.pdf

DECEMBER 201 544The Big IdeaOne More Time:What Is Disruptive Innovation?Clayton M.Christensen et al.102EconomicsWhy Overvalued Equity Is a ProblemRoger L.Martin and Alison Kemper112Managing YourselfHow to Succeed in New SituationsKeith RollagHow to win before the bargaining even beginsPAGE 55December 20155556PSYCHOLOGYEmotion and the Art of Negotiation Being mindful of your feelings and regulating the way you express them can shape what happens at the bargaining table.Alison Wood Brooks66NEGOTIATIONSControl the Negotiation Before It Begins Theres more to successful negotiation than offers,counteroffers,and bargaining tactics.Four factors can influence the outcome of a deal before you even sit down to talk.Deepak Malhotra74INTERNATIONAL BUSINESSGetting to S,Ja,Oui,Hai,and Da Five rules of thumb for negotiating in other cultures Erin MeyerSPOTLIGHT ON THE SOFTER SIDE OF NEGOTIATIONABOVE Jack Sutherland Fluoro(detail)Oil on canvas and woodCourtesy of COVER:GETTY IMAGES/DORLING KINDERSLEYDecember 2015Harvard Business Review7Features December 201544THE BIG IDEAWhat Is Disruptive Innovation?A look at the tenets of disruption theory,its usefulness and limitations,and its evolution over the past 20 years,by the leading experts on the subject Clayton M.Christensen,Michael Raynor,and Rory McDonald82INNOVATIONFind Innovation Where You Least Expect ItSimple techniques to overcome the biases that get in the way of creativity Tony McCaffrey and Jim Pearson90STRATEGYKnowing When to ReinventLeaders who can detect hidden“fault lines”that signal impending industry change are better able to prepare and adapt to it.Mark Bertolini,David Duncan,and Andrew Waldeck102ECONOMICS&SOCIETYThe Overvaluation TrapWhen a companys stock is priced too high,it becomes practically impossible for the firm to legally meet the markets expectations.And that can lead to irresponsible behavior.Roger L.Martin and Alison KemperFREDRIK BRODENHBR.ORG8 Harvard Business ReviewDecember 2015HARMONYDUAL TIMEGeneva official watchmaking certificationOur cont i nous hi st or y i s r ef lect ed i n t he Har mony Collect i on.A new legacy has dawned.CRAFTING ETERNITY SINCE 1755CELEBRATING 260 YEARS OFUNINTERRUPTED WATCHMAKINGDepartments December 2015IN EVERY ISSUE 14 From the Editor 20 Interaction 32 Vision Statement 37 Strategic Humor 128 Executive SummariesCommunal eating helps team performance.page 23Do hotels need online travel agencies?page 119EXPERIENCE112MANAGING YOURSELFSucceed in New SituationsDo you have trouble introducing yourself to strangers,recalling names,and asking questions?These practical strategies can help.Keith Rollag119CASE STUDY Challenge the Middlemen?A hotelier considers a way to work around online travel agencies.Chekitan S.Dev and Peter OConnor124SYNTHESISLives We Can Learn FromMemoirs from three wise men Lisa Burrell132LIFES WORKKatie Couric The TV personality talks about the difference between network news and digital news.IDEA WATCH23COLLABORATIONTeam Building in the CafeteriaResearch on firefighters and others shows that eating together boosts group performance.PLUS A deceptively simple way to discourage overbilling,factors that make a start-up attractive to job seekers,and more30DEFEND YOUR RESEARCHEven Women Think Men Are More CreativeNew studies show that gender bias affects how people assess ingenuity.39HOW I DID ITThe CEO of Athenahealth on the Role of Anger in Starting New BusinessesFrustrated with the“life-sapping”demands of health care paperwork,Bush built a support system that frees doctors to spend more time with their patients.Jonathan Bush39TONY LUONG,ANDERS WENNGREN,ROMUALDO FAURA“Half a doctors working life is spent not treating patients.Thats infuriating.”HBR.ORG12 Harvard Business ReviewDecember 2015The Disruption ConversationDisruption.It may be the most overusedand misusedword in todays business lexicon.(Grist.orgs report last year on“disruptive”mayonnaise says it all.)The term also generates great passion.Steve Jobs said he was“deeply influenced”by the book that introduced the concept to the world:Clayton Christensens The Innovator s Dil emma.Another prominent fan,Amazon CEO Jeff Bezos,requires his top executives to read the book.Then there are the detractors.Jill Lepore,a Harvard history professor,wrote a powerful takedown of disruption theory in the New Yorker last year,calling Christensens sources“dubious”and his logic“questionable.”And this year Andrew King,a professor at Dartmouths Tuck School of Business,and Baljir Baatartogtokh,a graduate student at the University of British Columbia,put the theory through their own stress test and found it lacking.Their article,published in MIT Sl oan Management Review,concluded that the idea had little predictive power and cautioned managers not to rely on such a“simple”theory.In turn,several scholars have rallied to Christensens defense.We hope to bring clarity to the debate this month.In“What Is Disruptive Innovation?”(page 44),Christensen and two coauthors revisit the