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15 Years, 50 Classics

30. The Megacommunity Manifesto - Marc Gerencser, Fernando Napolitano, and Reginald Van Lee, Summer 2006
The authors showed how public, private, and civil leaders could confront together the problems that none could solve alone. This article’s ideas were explored in depth in Megacommunities: How Leaders of Government, Business and Non-Profits Can Tackle Today’s Global Challenges Together (Palgrave Macmillan, 2008).

31. The Neuroscience of Leadership - David Rock and Jeffrey Schwartz, Summer 2006
Change is pain, behaviorism doesn’t work, focus is power, and the key to performance is attention. This article was the starting point for neuroleadership, a now-burgeoning new field of management study and practice.

32. The Flatbread Factor - Alonso Martinez and Ronald Haddock, Spring 2007
This piece took the humble but widely used food staple, flatbread (found in wraps and burritos), as a jumping-off point for considering the spread of global businesses. According to the authors, emerging markets, from China to Brazil to eastern Europe, have strikingly similar life cycles.

33. Lights! Water! Motion! - Viren Doshi, Gary Schulman, and Daniel Gabaldon, Spring 2007
In this alarming assessment, the authors estimated the price for updating the world’s aging, and in many cases failing, energy, water, and transportation infrastructure at US$40 trillion.

34. The Empty Boardroom - Thomas Neff and Julie Hembrock Daum, Summer 2007
Corporate board recruits with CEO experience are in short supply — and that’s good news, according to this provocative article by two senior leaders at the global executive search firm Spencer Stuart.

35. The Science of Subtle Signals - Mark Buchanan, Autumn 2007
Previously overlooked behavioral cues that are now coming from sensors and in-depth workplace observations are changing management wisdom. This is one of several articles by Mark Buchanan on the application of new science in management.

36. Rebuilding Lego, Brick by Brick - Keith Oliver, Edouard Samakh, and Peter Heckmann, Autumn 2007
One of our most compelling corporate profiles recounted how a supply chain transformation put the beloved toymaker back together again. It also explored the difficult choices facing any company that needs dramatic change.

37. The Google Enigma - Nicholas G. Carr, Winter 2007
This was the best of Nick Carr’s great columns on innovation. He looked at this rapidly growing Internet company as few others did: not as a model for business in general, but as an anomaly that thrived by planting free Internet innovations to complement its money-making search engine ads.

38. Best Business Books, Biography: Life Lessons - James O’Toole, Winter 2007
Every year, Jim O’Toole writes a captivating essay about the current wave of literature on leadership, CEO memoirs, or whatever he feels like (“miscellany”); this one engagingly discussed the great business biographies of Andrew Carnegie, Thomas Edison, and Andy Grove that came out in 2006 and 2007.

39. Oasis Economies - Joe Saddi, Karim Sabbagh, and Richard Shediac, Spring 2008
Open, diversified, economic growth represents a new force for stability in the Middle East. This was the first in a series of groundbreaking s+b articles about a quiet but pervasive wave of change in this region with geopolitical implications.

40. Lessons for Business Schools - Andrea Gabor, Spring 2008
One of our best Knowledge Reviews essays discussed the books that illuminate the irrelevance of today’s MBA — and that propose ways to make it compelling again.

41. The Next Industrial Imperative - Peter Senge, Bryan Smith, and Nina Kruschwitz, Summer 2008
The industrial era is bursting like a bubble, wrote these influential thinkers from MIT and the Society for Organizational Learning. Global climate change is just the advance signal.

42. P&G’s Innovation Culture - A.G. Lafley, with an introduction by Ram Charan, Autumn 2008
This follow-up or “missing chapter” to the authors’ best-selling book, The Game-Changer: How You Can Drive Revenue and Profit Growth with Innovation (Crown Business, 2008) discussed the human changes that were needed to foster P&G’s remarkable strategic renaissance during the 2000s.

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