Harvard Business Review - 2017.09,10.pdf

Refrigerator FAB50DONT LOOK NOW,BUT THE FUTURE YOU PLANNED FOR JUST BECAME THE PAST.GROWTH IS LIVE.Work,grow,and evolve as one.SAPs suite of affordable,easy-to-use solutions helps small and midsize companies automate and integrate business processes live and in the moment.So all your functions and departments can grow together.Without falling I REMADE GEAnd what I learned along the wayJeffrey R.Immelt52GLOBALIZATIONGES GLOBAL GROWTH EXPERIMENTThe company pushed cross-business collaboration.Ranjay Gulati54MANAGING PEOPLEREINVENTING TALENT MANAGEMENTHow GE uses analytics to guide a more digital,far-flung workforceSteven ProkeschSEPTEMBEROCTOBER 2017SPOTLIGHT LEADING TRANSFORMATION41SEPTEMBEROCTOBER 2017HARVARD BUSINESS REVIEW5CONNECT WITH HBRJOIN US ON SOCIAL MEDIACONTACT HBRWWW.HBR.ORG TWITTER hbr,HarvardBizFACEBOOK HBR,Harvard Business ReviewLINKEDIN Harvard Business ReviewPHONE 800.988.0886EMAIL customerservicehbr.org editorshbr.org designershbr.org publishershbr.orgCOVER:JOHNNY HAGLUND/GETTY IMAGES;TONY LUONGSEPTEMBEROCTOBER 201758LEADING TEAMSThe Overcommitted Organization Why its hard to share people across multiple teamsand what to do about it Mark Mortensen and Heidi K.Gardner58MANAGING YOURSELFHappiness Traps How we sabotage ourselves at workAnnie McKee66OPERATIONSThe Surprising Power of Online Experiments Getting the most out of A/B and other controlled testsRon Kohavi and Stefan Thomke74ECONOMICS&SOCIETYManaging Our Hub Economy Strategy,ethics,and network competition in the age of digital superpowersMarco Iansiti and Karim R.Lakhani84MARKETINGCompeting on Social Purpose Brands that win by tying mission to growth Omar Rodrguez Vil and Sundar Bharadwaj94COMPENSATIONComp Targets That Work How to keep executives from gaming the systemRadhakrishnan Gopalan,John Horn,and Todd Milbourn102NONPROFIT MANAGEMENTAudacious Philanthropy Lessons from 15 world-changing initiativesSusan Wolf Ditkoff and Abe Grindle110OPERATIONSWhy Do We Undervalue Competent Management?Great leadership and brilliant strategy wont succeed without operational excellence.Raffaella Sadun,Nicholas Bloom,and John Van Reenen120MANAGING ORGANIZATIONSManagement Is Much More Than a Science The limits of data-driven decision makingRoger L.Martin and Tony Golsby-Smith128HYLTON WARBURTON6 HARVARD BUSINESS REVIEWSEPTEMBEROCTOBER 2017FEATURESHARVARD BUSINESS REVIEW CONTENTSExclusively at OMEGA Flagship Boutiques and selected retailers worldwideEDDIE REDMAYNES CHOICESEAMASTER AQUA TERRA MASTER CHRONOMETERSEPTEMBEROCTOBER 2017 10 From the Editor 12 Contributors 16 Interaction 150 Executive Summaries20ENTREPRENEURSHIPWhen Hiring Execs,Context Matters MostMove beyond a one-size-fits-all approach.plus A roundup of the latest management research and ideas32DEFEND YOUR RESEARCHWe Look Like Our NamesWhy are people uncannily good at putting names to faces?HOW I DID ITSs CEO on Building an E-Commerce Powerhouse in the Middle EastWinning trust in regions where payments are made in cashRonaldo Mouchawar35LIFES WORK MICHAEL STRAHAN156138MANAGING YOURSELFCould Your Personality Derail Your Career?Dont take these traits to the extreme.Tomas Chamorro-Premuzic143CASE STUDYWhen Its Time to Expand Beyond the BaseAn extreme-race company considers a VIP tier.Marco Bertini and Nader Tavassoli148SYNTHESISGame-Changing InventionsWhat makes an idea revolutionary?Alison BeardNew Thinking and Research in ProgressManaging Your Professional GrowthCELESTE SLOMAN8 HARVARD BUSINESS REVIEWSEPTEMBEROCTOBER 2017IDEA WATCHEXPERIENCEDEPARTMENTSHARVARD BUSINESS REVIEW CONTENTSHOW WELL GETS DONE.Knowi ng not guessi ng.I mpl ement i ng not t heor i zi ng.Thi s i s how f r agment ed car e becomes mor e connect ed.How hi gher qual i t y i s del i ver ed at a l ower cost.How chr oni c i l l ness becomes not so chr oni c.How dat a i s gat her ed and anal ysi s i nspi r es act i on.How col l abor at i on becomes mor e cont agi ous.Thi s i s how we t ackl e t he bi ggest chal l enges i n heal t h car e and bui l d a heal t hi er wor l d.2017 Optum,Inc.All rights Data and Analytics|Pharmacy Care Services|Population Health Management|Health Care Delivery|Health Care OperationsFROM THE EDITORTHE GREAT TRANSFORMERWhen Jeff Immelt announced that he was stepping down as chief executive of GE,the Wall Street view of his tenure was tepid.Analysts acknowledged his leadership through 9/11 and the Great Recession.But some also hammered him for the 30%decline in GEs share price and noted that the companys stock was the worst-performing component in the Dow Jones Industrial Average.Those points,while fair,obscure a bigger one:Immelt utterly remade the organization he inherited from Jack Welch.In“How I Remade GE,”which anchors our Spotlight package(page 41),Immelt calls the organizations revamping“the most consequential makeover in its history.”The company Welch handed him was a productivity machine,a colossus of disparate businesses.But,Immelt says,“I believed that the company couldnt simultaneously be goo