Harvard Business Review - 2014.04.pdf

39 How I Did It“Auditions”Are the Best Way to HireMatt Mullenweg111 OperationsA ManufacturingRenaissance in EuropeStephen E.Chick et al.117 Managing Yourself15 Rules for Negotiating a Job OfferDeepak MalhotraAPRIL 2014HOW TO THRIVE IN A WARMER WORLD PAGE 552014 CartierWWW.CARTIER.US-1-800-CARTIERROTONDE DE CARTIER ASTROCALENDAIREP E R P E T UA L C A L E N DA R F LY I N G TO U R B I L LO N 9 4 5 9 M CTHE ROTONDE DE CARTIER ASTROCALENDAIRE TIMEPIECE IS A NEW FINE WATCHMAKING ACHIEVEMENT THAT REINTERPRETS THE PERPETUAL CALENDAR AND FLYING TOURBILLON COMPLICATIONS WITH AN INNOVATIVE AND CREATIVE DISPLAY.ESTABLISHED IN 1847,CARTIER CREATES EXCEPTIONAL WATCHES THAT COMBINE DARING DESIGN AND WATCHMAKING SAVOIR-FAIRE.April 2014hbr.orgContentsMANAGEMENTTIPSQuick,practical advice delivered daily to your in-box.hbr.org/management-tips56Resilience in a Hotter World Corporate profits and global prosperity are both at risk as the weather becomes wilder and resources grow scarcer.To meet these challenges,companies need radical new strategies.Andrew Winston66Sustainability a CFO Can Love To achieve the greatest impact,UPS looks for initiatives that already have momentum and where the companys strengths could make a big difference.Kurt Kuehn with Lynnette McIntire76The Collaboration Imperative Preserving the earths natural commons and tapping their full value requires new collaboration models that consider the systems as a whole.Ram Nidumolu,Jib Ellison,John Whalen,and Erin Billman86How to Survive Climate Change and Still Run a Thriving Business Checklists to help leaders limit risk and capture opportunities across their companys operations,from materials sourcing to manufacturing,distribution,and end useEric LowittSPOTLIGHT ON PRACTICAL SUSTAINABILITYCover ArtistPeter CrowtherABOVE Julie Dodd Illegal Logging 2010,book pages and spines 10 x 5 x 10 April 2014Harvard Business Review5Features April 201494100THE BIG IDEAMaking Business PersonalA close examination of two very different companies suggests that melding business excellence with personal development can create a new kind of competitive advantage.Robert Kegan,Lisa Lahey,Andy Fleming,and Matthew Miller44The Limits of ScaleThe well-known strategic rules of markets with network effectsmove first and get big fastare often dead wrong.Hanna Halaburda and Felix Oberholzer-GeeCoaching the Toxic LeaderBosses who suffer from narcissism,manic depression,and other serious disorders can make organizations miserable.But with the right kind of help,they may become effective managers.Manfred F.R.Kets de Vries39HOW I DID IT The CEO of Automattic on Holding“Auditions”to Build a Strong TeamTryouts let employers see exactly what candidates can donot just how they come across in interviews.Matt Mullenweg 111THE GLOBE Europes Solution FactoriesFour strategies that successful European manufacturers are using to find a competitive edge Stephen E.Chick,Arnd Huchzermeier,and Serguei Netessine44How manufacturers in developed countries stay profitable1001113994VIDEO Expert commen-tary on new and perennial man-agement ideas.hbr.org/videoHBR.ORG6 Harvard Business ReviewApril 2014InsightsPlatformProductivitySociallearn more at The cloud thathosts 1.5 million guests.Its La Merc,one of Europes largest festivals.And behind the revelry and the crowds,the City of Barcelona uses the power of Windows Azure,Microsoft Dynamics CRM,and Microsoft SQL Server,mapping out every detail from what puppets perform to how to handle the swell of humanity without overtaxing the citys infrastructure.This cloud turns chaos into clockwork.This is the Microsoft Cloud.RESI LI ENT REAL ESTATESpace as an Adaptive SystemWe work wi th the worl ds l eadi ng organi zati ons t o creat e pl aces that ampl i fy the perf ormance of thei r peopl e,t eams and ent erpri se.Amongst t he whi rl wi nd of vol at i l i ty t hat seems t o spi n f r om one cr i si s t o t he next,busi ness l eader s ar e l ooki ng f or new ski l l s and st r at egi es t hat wi l l hel p t hei r or gani zat i ons t hr i ve i n t he new gl obal economy.At t he same t i me,i n t hi s er a of unpr ecedent ed compl exi t y,t he st udy of r esi l i ence has emer ged i n whi ch sci ent i st s,economi st s,gover nment l eader s and psychol ogi st s ar e wor ki ng t o under st and how syst ems,or gani zat i ons and peopl e can adapt t o st ay fi t wi t hi n an envi r onment of const ant change.In hi s new book,“Resi l i ence,Why Thi ngs Bounce Back,”aut hor Andr ew Zol l i dr aws f r om ecol ogy and soci ol ogy t o consi der resi l i ence“as t he capaci ty of a syst em,ent erpri se,or a person t o mai nt ai n i t s cor e purpose and i nt egri ty i n t he f ace of dramat i cal l y changed ci r cumst ances.”Zol l i suggest s t hat “If we cannot cont r ol t he vol at i l e t i des of change,we can l earn t o bui l d bett er boat s.”The not i on of resi l i ence i s general l y t al ked about i n t erms of economi es,market s,ecosyst ems or peopl e,but rarel y i n conjunc