Issue 79, Summer 2015
In this issue
- Strategy & LeadershipIs it time to add chief operating officers to the list of endangered species?
- Organizations & PeopleThe former CEO of the Girl Scouts has spent decades bringing professional management to nonprofits.
- Thought LeadersFor Aetna’s CEO, the lauded move to raise employee wages is just part of a broader strategy to adapt to changes in healthcare.
- Auto, Airlines & TransportFive ways automakers can design for safety and profitability.
- Young ProfsThought LeadersThe Darden School of Business professor describes a new framework for predicting conflict outcomes.
- InnovationKnow your customers, understand new technologies, embrace failure, then take a leap of faith.
- Consumer ProductsWhen companies “share the shelf,” everyone wins.
- Strategy & LeadershipWith strategic responsiveness and organizational flexibility, you can move quickly when your industry changes.
- EnergyOil-field services companies, which invent the technologies used to drill for oil and gas, have reaped the rewards of an intense focus on innovation.
- Seven strategies for managing the unique challenges of large technology acquisitions.
- These fundamental guidelines, drawn from experience, can help you reshape your organization to fit your business strategy.
- Building world-class domestic firms is the overlooked key to economic development.
Books in Brief
- Economic historian Barry Eichengreen finds telling parallels between the botched responses to the stock market crash of 1929 and the financial crisis of 2008.
- Author Andrew Keen offers a stirring guide to how the Internet has changed everything — mostly for the worse.
- To reach your true leadership potential, writes INSEAD professor Herminia Ibarra, push yourself outside your comfort zone.
- Veteran management guru Fred Kiel uses hard data to prove that soft factors like integrity, forgiveness, and compassion energize employees and customers — and deliver better returns.
- The 1990s mania surrounding plush toys tells us as much about irrational behavior as the coincident dot-com bubble.
- Your next innovation breakthrough probably won’t come from social media.