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The Uncommon Practice of Common Purpose

But the real surprise was that an executive at a global, multibillion-dollar Japanese automaker would care about a business as small as a restaurant with only one branch as an example of how people should lead.

— Joel Kurtzman

Excerpted with permission of the publisher, Jossey-Bass, a Wiley imprint, Common Purpose: How Great Leaders Get Organizations to Achieve the Extraordinary. Copyright © 2010 by Joel Kurtzman.

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This Reviewer

  1. James H. Gilmore is coauthor, with B. Joseph Pine II, of The Experience Economy: Work Is Theatre & Every Business a Stage (Harvard Business Press, 1999) and Authenticity: What Consumers Really Want (Harvard Business School Press, 2007). He is the cofounder of consulting firm Strategic Horizons LLP and is a Batten Fellow and visiting lecturer at the Darden School of Business at the University of Virginia.

This Excerpt

  1. Common Purpose: How Great Leaders Get Organizations to Achieve the Extraordinary (Jossey-Bass, 2010) by Joel Kurtzman.
  2. Joel Kurtzman is chairman of the Kurtzman Group and a senior fellow and publisher of the Milken Institute Review. He is the founding editor of strategy+business, former editor of the Harvard Business Review, and a business editor and columnist at the New York Times. Kurtzman is the author of 20 books, including Global Edge: Using the Opacity Index to Manage the Risks of Cross-border Business (with Glenn Yago; Harvard Business Press, 2007).
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