Harvard Business Review - 2018.05,06.pdf

HOW TO CREATE A TRULY FLEXIBLE ORGANIZATIONPAGE 8844 ENTREPRENEURSHIPStrategy for Start-UpsJoshua Gans,Erin L.Scott,and Scott Stern 60 LEADERSHIPThe Surprising Power of QuestionsAlison Wood Brooks and Leslie K.John80 ARTIFICIAL INTELLIGENCEMarketing in the Age of AlexaNiraj Dawar and Neil Bendle130 STRATEGYManaging 21st-Century Political RiskCondoleezza Rice and Amy ZegartDOUBLE ISSUEAGILE AT SCALEHBR.ORG MAYJUNE 2018ARE YOU IN THE CIRCLE?isit HRPS.ORG/CHROCIRCLE?TODAY 17-159844ENTREPRENEURSHIPSTRATEGY FOR START-UPSFirst answer two questions;then explore four paths.Joshua Gans,Erin L.Scott,and Scott Stern52COUNTERPOINTITS NOT ABOUT THE FRAMEWORKWhat many business schools teach has little to do with entrepreneurial success.Carl Schramm55ROUNDTABLE“CREATE SOMETHING AND START SELLING IT”A conversation with Niraj Shah,Bijan Sabet,and Jennifer LumDaniel McGinn and Walter FrickMAYJUNE 2018SPOTLIGHT DO ENTREPRENEURS NEED A STRATEGY?43ON THE COVER:ARTPARTNER-IMAGES/GETTY IMAGES;ROMASTUDIO/DREAMSTIMEMAYJUNE 2018HARVARD BUSINESS REVIEW3CONNECT WITH HBRJOIN US ON SOCIAL MEDIACONTACT HBRWWW.HBR.ORG TWITTER hbr,HarvardBizFACEBOOK HBR,Harvard Business ReviewLINKEDIN Harvard Business ReviewINSTAGRAM harvard_business_reviewPHONE 800.988.0886EMAIL customerservicehbr.org editorshbr.org designershbr.org publishershbr.orgMAYJUNE 201880MANAGING YOURSELFThe Surprising Power of QuestionsIt goes far beyond exchanging information.Alison Wood Brooks and Leslie K.John60MANAGINGORGANIZATIONSStructure Thats Not StiflingHow to give your people essential directionwithout shutting them downRanjay Gulati68MARKETINGMarketing in the Age of AlexaAI assistants will transform how companies and customers connect.Niraj Dawar and Neil Bendle80OPERATIONSAgile at ScaleHow to go from a few teams to hundredsDarrell K.Rigby,Jeff Sutherland,and Andy Noble88LEADERSHIPHow Successful CEOs Manage Their Middle ActA strong start takes you only so far.Rodney Zemmel,Matt Cuddihy,and Dennis Carey98MANAGING PEOPLETalent Management and the Dual-Career CoupleRigid tours of duty are the wrong approach to development.Jennifer Petriglieri106DIVERSITYWhat Most People Get Wrong About Men and WomenResearch shows the sexes arent so different.Catherine H.Tinsley and Robin J.Ely114MANAGINGORGANIZATIONSLayoffs That Dont Break Your CompanyBetter approaches to workforce transitionsSandra J.Sucher and Shalene Gupta122RISK MANAGEMENTManaging 21st-Century Political RiskTodays threats are more complicated,but the remedies dont have to be.Condoleezza Rice and Amy Zegart130TOMASZ WALENTA4 HARVARD BUSINESS REVIEWMAYJUNE 2018FEATURESHARVARD BUSINESS REVIEW CONTENTSMAYJUNE 2018 10 From the Editor 14 Contributors 18 Interaction 156 Executive Summaries22LEADERSHIPManagers Cant Be Great Coaches All by ThemselvesThe best ones are connectors.plus A roundup of the latest management research and ideas32DEFEND YOUR RESEARCHDrunk People Are Better at Creative Problem SolvingDoes alcohol help unleash insights?HOW I DID ITStitch Fixs CEO on Selling Personal Style to the Mass MarketAlgorithms plus human stylists create recommendations that delight clients.Katrina Lake35LIFES WORK DEEPAK CHOPRA160142MANAGING YOURSELFHow to Get the Help You NeedPeople are surprisingly willing to give supportif you ask for it in the right way.Heidi Grant147CASE STUDYTrust the Algorithmor Your Gut?A VP decides which candidate to promote.Jeffrey T.Polzer154SYNTHESISThe Conundrum of Corporate PowerOur love-hate relationship with big businessWalter FrickNew Thinking and Research in ProgressManaging Your Professional GrowthALANNA HALE;DUSTIN AKSLAND8 HARVARD BUSINESS REVIEWMAYJUNE 2018IDEA WATCHEXPERIENCEDEPARTMENTSHARVARD BUSINESS REVIEW CONTENTSTO BREAK THE RULES,YOU MUST FIRST MASTER THEM.ROYAL OAKPERPETUAL CALENDARIN PINK GOLDAUDEMARSPIGUET.COMTHE VALLE DE JOUX.FOR MILLENNIA A HARSH,UNYIELDING ENVIRONMENT;AND SINCE 1875 THE HOME OF AUDEMARS PIGUET,IN THE VILLAGE OF LE BRASSUS.THE EARLY WATCHMAKERS WERE SHAPED HERE,IN AWE OF THE FORCE OF NATURE YET DRIVEN TO MASTER ITS MYSTERIES THROUGH THE COMPLEX MECHANICS OF THEIR CRAFT.STILL TODAY THIS PIONEERING SPIRIT INSPIRES US TO CONSTANTLY CHALLENGE THE CONVENTIONS OF FINE WATCHMAKING.FROM THE EDITORTHE NEW WORLD OF RISKPolitical risk in the corporate sphere used to have a pretty speciic meaning.It was the danger that a country would act in some way that harmed a multinationals ability to do business.Think of a dictator seizing foreign assets.But as Condoleezza Rice and Amy Zegart note in“Managing 21st-Century Political Risk,”on page 130,we need to broaden that deinition.“A great deal of the political risk within and across countries now comes from other players:individuals wielding cell phones,local oicials issuing city ordinances,terrorists detonating truck bombs,UN oicials administering sanctions,and many more,”they write.Rice and Zegart identify three forces driving the new threats,and theyre largely the same ones that are reshaping business itself.First,geopolitics has b