In this issue
- Organizations & PeopleForget the monolithic change management programs and focus on the elements of your culture that drive performance.
- A slideshow view of the rebounding industrial sector in the United States.
- Leaders who excel at retaining star employees help their most valuable contributors understand their capabilities and career goals, and improve their performance. Are you that kind of leader? Take our quiz to find out.
- Marketing, Media & SalesCompanies that understand the stages of consumer purchasing decisions have an outsized influence in their outcome.
- Organizations & PeopleCompanies benefit from strong IT leaders. The trick is developing and retaining them.
- Thought LeadersThe Columbia Business School professor says the era of sustainable competitive advantage is being replaced by an age of flexibility. Are you ready?
- Strategy & LeadershipWhy excess capacity leads to greater efficiency.
- Consumer ProductsLessons on winning in a slow market.
- Young ProfsThought LeadersA psychologist and new MacArthur Fellow says you need employees with stamina and tenacity above all else.
- InnovationFive ways to boost the impact of new endeavors without adding bureaucracy or cost.
- An urgent need for job growth is spurring an innovative trend in CSR and high-minded commercial initiatives.
- How to help close the gap between assets under management and revenues.
Books in Brief
- Scott Berkun’s chronicle of his stint as a team leader at WordPress.com offers insights for companies with distributed structures.
- Nancy Scola reviews Joel Gurin’s Open Data Now, the first book to detail the rich business opportunities in open data and the challenges in capturing them.
- A review of Mass Flourishing: How Grassroots Innovation Created Jobs, Challenge, and Change, by Edmund Phelps.
- David Hurst reviews Professor Lawrence Freedman’s magisterial new history of strategy, which underscores the discipline’s central elements and limits.
- A personality-driven history of economic forecasting by business historian Walter Friedman points up the limitations of the prediction business, then and now.
- Incoming leaders follow a predictable pattern of disinvesting from their predecessor’s flops and eventually investing just as unwisely.