The Talent Innovation Imperative
Any company that competes on the global stage must, in light of today’s changing workforce, rethink the way it manages people.
Issue 56, Autumn 2009
Cover story
In this issue
Managing with the Brain in Mind, Inside the Kraft Foods Transformation, Rising to the Corporate Education Challenge, and More
India’s Demographic Moment
With the right conditions in place — education, entrepreneurialism, and environmental awareness among them — a young, eager, educated workforce can be the key to prosperity.Managing with the Brain in Mind
Neuroscience research is revealing the social nature of the high-performance workplace.Inside the Kraft Foods Transformation
Eleven of the top leaders from the largest food and beverage company in the U.S. talk about their three-year turnaround and their campaign to reorganize for growth.Reinventing Print Media
Four new strategies offer a path to future profits for today’s troubled newspaper and magazine companies.
Comment
The Consumerization of Corporate IT
Allowing employees access to online IT services, such as e-mail, desktop applications, and file storage, could save corporations money and improve productivity.
A Walled Garden for Capital
New socially responsible trading networks seek to facilitate long-term profitable investment.
Knockoffs Come of Age
Once associated with pirated goods, China’s shan zhai companies have become competitive players, even in mature industries.
Rising to the Corporate Education Challenge
Amid layoffs and restructuring, many companies are rethinking, not discarding, their efforts to build worker capabilities.
A Better Model for Health Care
An innovative experiment in Florida shows the potential for more systemic collaboration as the catalyst for lower costs and improved quality.
The Promise (and Perils) of Open Collaboration
Companies like IBM and P&G have prospered by opening their borders, but there are cautionary lessons from the quality movement of the 1980s.
Are You Killing Enough Ideas?
Companies can improve their innovation performance by getting their formal and informal organizations in sync.
Conversation
The Thought Leader Interview: Tim Brown
The CEO of Silicon Valley–based design firm IDEO contends that elegant, customer-centric design stems from a simple set of thinking practices.
Selling Gets Complex
The Internet, technology, and globalization have changed this age-old game for good.
What Happened at GM
A review of Why GM Matters, by William J. Holstein.
The Upside of Downturns
A review of The Silver Lining, by Scott D. Anthony.An I Ching for Business
A review of Rules of Thumb, by Alan M. Webber.
Storytelling’s Value for Management
A review of Management Rewired, by Charles S. Jacobs.
Strong Connections, Less Conflict
Team leaders who foster informal social ties with their subordinates are more likely to boost performance, reduce turnover, and keep team members happy.
Ads That Penetrate Consumers’ Heads and Hearts
Consumers process only the most useful and appealing information presented in advertisements.
Managing Telecommuters
How telecommuting policies affect productivity and work-family conflict.
A Five-step Guide to Building Successful Brands
A winning product launch requires differentiation, positioning, personality, vision, and added value.The Effects of Corporate Gender Bias
Uncovering why a growing number of women are leaving the corporate workplace.
Trending articles
- 1.A flexible routine can help you change for goodThe most effective habits create stability but avoid rigidity.
- 2.To improve management, build a decision factory
In their new book, Decision Leadership, professors Don Moore and Max Bazerman tell leaders how the lessons of behavioral economics can lead to better organizational decision-making.
- 3.Does culture really eat strategy for breakfast?
This chestnut of the business world overlooks the importance of—and the challenge of creating—a clear strategy.
- 4.The secret recipe for organizational culture is no recipe
Culture emerges from a variety of ingredients within your organization, and cookie-cutter approaches won’t get it right.
- 5.Management is all in the timingThe most successful leaders are highly aware of their colleagues’ pace and sense of urgency — and continually adapt to them.
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