Harvard Business Review - 2010.06.pdf

40The BigIdeaStart an EntrepreneurialRevolutionDaniel J.Isenberg94SustainabilityStrategies for GreenProduct DevelopmentGregory Unruh and RichardEttenson.e:t:IJUNE2010114Managing YourselfTurntheJob YouHaveInto the Job YouWantAmyWrzesniewski,JustinM.Berg,andJaneE.DuttonHBR.ORG,IillANAGINGCHANGEHOWTODOITWHENTODOITPAGE53Smarter business for a Smarter Planet:Over 1,500 CEOsaretacklingcomplexitywithcreativity.Seehowtheyre getting it done.Morevolatileand complexthaneverbefore,thebusinessclimate hasforever changed.IBMfoundthat79%ofCEOsexpectincreasedglobalcomplexity,yetonly49%feelprepared.Butforward-thinking CEOs are actually finding ways to capitalize on this.The findings are inthe2010IBM Global CEOStudy,thelargeststudyofits kind.From tace-to-tace conversations with over 1,500CEOs-fromcompanies ofallsizes-across60countries and33industries,IBM identifies four types of organizations anddistinguishes what successful oneshavein common.Notonlydoes the studygiveyouaccesstoexecutive-levelthinking,itservesasaroadrnapforsmarter,morecreativeleadership.A smarter business needssmarter thinking.Lets build asmarter planet.GetCapitalizing on Complexity:Insights from the Global Chief Executive Officer Studyat in a seriesofC-suite studies.www.WorldM&www.Journal-Pwww.WorldM&www.Journal-P(1M,the(1M,tJno:rn.FInliIIlthepInllX11n ba.osrJlil!liO)8I.IsQss.MadnsCorIl.Y_0hIpro).I;liIIl _IYIII$rnqtbettadem.vlcreatefood,agricultura&riskmanagementsolutionsstillenjoyingthatclassicflavor.This ishowCargillworkswithcustomers.Extensive canota seed research,newprocessing technologies and an identity preservedcollaboratetaste.Now our customer serves fries consumers can feelgoodabout,whilewww.WorldM&www.Journal-Pwww.WorldM&www.Journal-Pwww.WorldM&www.Journal-Pwww.WorldM&www.Journal-Phbr.orgJune2010HarvardE-Business;.Review,-oMANAGINGCHANGEIlUWIU L1UW+E NTO00IT_.IAboutthespotl1lhtArtktOver the past 25years.AntonyGormleyhasrevitalizedthehumanimagein sculpture through aradical investigation ofthebodyasaplace of memoryandtransformation,usinghisOWllbodyassubject.tool.andmaterial.Since1990hehasexpanded hisconcernwiththe humanconditionto explorethecollective bodyand therelationship between selfand otherinlarge-scaleinstallations.Hiswork hasbeenexhibited throughoutthe UKand internationally.Gormley was awarded theTurnerPrizein1994andtheSouth BankPrizeforVisualArtin1999.AntonyGormley.DomainIld,4.76mm squarestainlOSSsteel barsVarioos siles 287 elements,derived from moldsoflocalinhabitants of NewcastleGatl/Sread.ux.aged2.5-84yearsInstallationvjew-.BALTICcentreforContemporaryArt,GatesheadCommio;sionforBALTICcentreforContemporaryAn,Gateshead54The Decision-DrivenOrganization Most CEOsthinkfinancial performanceistied to companystructure,so ifyou want to increase value,you have toreorganize,But intruth,most reorgs fallflat,The ones that work bestare builtaround decisions:Firmsthatmake them faster and betterthan rivals get ahead.MarciaW.Blenko,MichaelC.Mankins,andPaul Rogers64The productivity Paradox:HowsonypicturesGets MoreOutofpeopleby Demanding Less Companies often burn employees out byexpecting themto runlikemachines-always on andatfullthrottle.SonyPictures,however,hasfoundthatallowingstaffers to take time out to renew their energy booststheirperformance-andgeneratesimpressivefinancial results.Tony Schwartz70 ChangeforChangesSakeJustas seeminglyfit people can have highcholesterol,well-performing companies can suffer from a buildup of inflexiblenetworks,unquestioned routines,and overly powerfulunits.Acorporatecholesteroltest can reveal how much and what kindof change to consider.Freek Vermeulen,Phanish Puranam,andRanjay GulatiHBR.ORGMa REaNSTRATEGIESFORA CHANGINGWORLOPractical adviceto help youenergize yourcompany,yourteam.andyourself.hbr.org/strategieschangingworldJune 2010Harvard BusinessReview 7www.WorldM&www.Journal-Pwww.WorldM&www.Journal-PHBR.ORGFeaturesJune2010VINEET NAYAROninvertingthe leadershippyramidblogs.hbr.org/nayarM ost ofwhatexpatCEDslearninChina hasntmade itswayintomanage-mentbooksorclassrooms.ey respondentstop teamsss than10%ofmedeveloping-potentialleaders.94-.HowtoStartanEntrepreneurial RevolutionAstheleaders of Rwanda,Israel,and Chile.have seen,entrepreneurship can transformaneconomy.Butcreating a breedingground for new ventures isnt simple;youneedtoget many elements right.Hereswhat we know works.DanielJ.IsenbergGrowingGreen:ThreeSmartPathstoDevelopingSustainableProductsMost executives believethatsustainabilityisa revenue driver,but theyre not sure howtomake it work forthem.Herearethreebroadstrategies for aligning companiesgreen product goals with their capabilities.GregolUnruhandRichardEttensonTHE BIG IDEAThe Coherence PremiumRarely is a companydisciplined enoughtofocus on what we dobetterthan anyonein making every decision across all itsbusinesses.Rarer still isthecompanythathas aligned its differentiating internalcapabilities with the right external marketposition.The firmsthatdoarecoherent,and they reap a reward.Paul Leinwand andCesareMainar