Harvard Business Review - 2005.09.pdf

68Confessions of a Trusted CounselorDavid A.Nadler 78Fixing Health Care from the Inside,TodaySteven J.Spear 94All Strategy Is LocalBruce Greenwald and Judd Kahn 108The Dangers of Feeling like a FakeManfred F.R.Kets de Vries 120Strategy as Active WaitingDonald N.Sull 18Forethought39HBR Case StudyThe Tug-of-WarYossi Sheffi57First PersonA Stake in the BusinessChris T.Sullivan 131Tool Kit Building Loyalty in Business MarketsDas Narayandas 140Frontiers Using VoIP to CompeteKevin Werbach 156Executive Summaries 162Panel Discussion WhatLeadersNeed toHEARSeptember 2005 www.hbr.orgpage 68How Health Care Can Heal Itselfpage 78When Executives Feel Phonypage 108It took us 125 years to usethe first trillion barrels of oil.Well use the next trillion in 30.So why should you care?CHEVRON is a registered trademark of Chevron Corporation.The CHEVRON HALLMARK and HUMAN ENERGY are trademarks of Chevron Corporation.2005 Chevron Corporation.All rights reserved.Energy will be one of the defining issues of this century.One thing is clear:the era of easy oil is over.What we all do next will determine how well we meetthe energy needs of the entire world in this century and beyond.Demand is soaring like never before.As populations grow and economiestake off,millions in the developing world are enjoying the benefits of a lifestylethatrequiresincreasingamountsofenergy.Infact,somesaythatin20yearsthe world will consume 40%more oil than it does today.At the same time,manyoftheworldsoilandgasfieldsarematuring.Andnewenergydiscoveriesare mainly occurring in places where resources are difficult to extract,physically,economically and even politically.When growing demand meets tightersupplies,the result is more competition for the same resources.Wecanwaituntilacrisisforcesustodosomething.Orwecancommittoworkingtogether,and start by asking the tough questions:How do we meet the energyneeds of the developing world and those of industrialized nations?What role willrenewables and alternative energies play?What is the best way to protect ourenvironment?How do we accelerate our conservation efforts?Whatever actionswe take,we must look not just to next year,but to the next 50 years.At Chevron,we believe that innovation,collaboration and conservation are thecornerstones on which to build this new world.We cannot do this alone.Corporations,governments and every citizen of this planet must be part of thesolution as surely as they are part of the problem.We call upon scientistsand educators,politicians and policy-makers,environmentalists,leaders ofindustry and each one of you to be part of reshaping the next era of energy.4harvard business reviewCOVER ART:ADAM NIKLEWICZ120September 2005687810894F e a t u r e s68Confessions of a Trusted CounselorDavid A.NadlerPush back.Listen to the scuttlebutt.Don t seek glory.And don t fall in love.But perhaps the most importantadvice for a would-be adviser to CEOs is simply this:Know thyself.78Fixing Health Care from the Inside,Today Steven J.SpearRight now,there are doctors,nurses,technicians,andmanagers who are radically improving patient care andlowering its cost by applying the same operations tech-niques that drive the famous Toyota Production System.If this approach were applied more widely,billions uponbillions of dollarsand thousands upon thousands ofliveswould be saved.94All Strategy Is LocalBruce Greenwald and Judd KahnWhat s the best way for a company to grow and remainprofitable?Dominate a series of local markets and blockthe entry of rivals.108The Dangers of Feeling like a FakeManfred F.R.Kets de VriesMany executives harbor a wretched secret.They are con-vinced that they re not worthy of the powerful positionsthey hold and that someone,somewhere,will unmaskthem for the frauds that they are.These neurotic impostorscan ruin their careers and damage their companies.Areyou one of them?120Strategy as Active Waiting Donald N.SullManagers in turbulent markets cannot predict the tim-ing of,much less manufacture,the rare golden businessopportunity.But there is a lot they can do to make surethey re ready to strike when the time comes.continued on page 8C I N G U L A R M A K E S B U S I N E S S R U N B E T T E RCingulars ALLOVER data network covers over 250 million people and is growing.Coverage is not available in all areas.Global coverage based on coverage in 174 countries.Fastest claim compares Cingulars measured speed of its EDGE network to other carriers speed claims for their national data networks.All marks property of their respective owners.2005 Cingular Wireless.All rights reserved.With its 24/7 dedicated businessservice team,Cingular gaveCorporate Express the support,training,and technology neededto migrate from a paper-baseddelivery system to a real-timewireless solution.From systeminstallation and operation toemployee training,the Cingularservice team ensured a seamlesstransition to the ALLOVERTMnetwork,the largest digital voice and data network in America.For the leader in office supplies,Cingularincreased