Harvard Business Review - June 2010

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HBR .ORG

JUNE 2010

~ 40 The Big Idea Start an Entrepreneurial Revolut ion

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Daniel J . Isenberg 94 Sust ainability

Strategies for Gree n Product Development Gregory Unruh a nd Richard Etten son

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114 Managing Yourself

Turn the Job You Have Into t he Job You Want Amy Wrzesniewski, Ju stin M. Berg, a nd Jane E. Dutton

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ANAGING CHANGE HOW TO DO IT WHEN TO DO IT PAGE 53

Smarter business for a Smarter Planet:

Over 1,500 CEOs are tackling complexity with creativity. See how they're getting it done. More volatile and complex than ever before, the business climate has forever changed.

IBM found that 79% of CEOs expect increased global complexity, yet only 49% feel prepared . But forward-thinking CEOs are actually finding ways to capitalize on this. The findings are in the 2010 IBM Global CEO Study, the largest study of its kind.

From tace-to-tace conversations with over 1,500 CEOs-from companies of all sizesacross 60 countries and 33 industries, IBM identifies four types of organizations and distinguishes what successful ones have in common. Not only does the study give you

access to executive-level thinking, it serves as a roadrnap for smarter, more creative leadership. A smarter business needs smarter thinking . Let's build a smarter planet. Get Capitalizing on Complexity: Insights from the Global Chief Executive Officer Study at ibm.com/ceostudy7. One in a series of C-suite studies.

www.WorldMags.net & www.Journal-Plaza.net

(1M, the (1M ~, tJ'no:rn. ~ FInl iI'Il the pInllX1+EN TO 00 IT

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Aboutthe spotl1lht Artkt Over the past 25years. Antony Gormley has revitalized the human image in sculptu re through a radical investigation of the body asa place of memory and transformation, using his OWll body as subject.

tool. and material. Since 1990 he has expan ded his concern with the human condition to explore the collective body a nd t he relationship between self

and other in large-scale installations. His work has been exh ibited throughout the UKand internationally. Gormley was awarded t he Turner Prize in 1994 and the South Bank Prize for Visual Art in 1999. .~~

Antony Gormle y.

Doma in 'I~l d, 4.76 mm square st ainlO'SS steel bars

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Varioos siles' 287 eleme nts, derived from molds of loca l inhabitants of Newcas tle · Gatl/'Sr>ead. ux. aged 2.5-84 years Installation vjew-. BALTIC centre for Contemporary Art, Gateshead Commio;sion for BALTIC centre for Contemporary An, Gateshead

54 The Decision-Driven Organization Most CEOs t hink fi nancial performance is tied to company structure, so ifyou want to increase value, you have to reorganize, But in t rut h, most reorgs fall flat , The ones that work best a re built around decisions: Firms that make them faster and better than riva ls get ahead. Marcia W. Blenko, Michael C. Mankins, and Paul Rogers

64 The productivity Paradox: How sony pictures Gets More Out of people by Demanding Less Companies often burn employees out by expect ing them to run like machines- always on and at full t hrottle. Sony Pictures , however, has found that allowing staffers to take t ime out to renew th eir energy boosts t heir perfor mance-and generates impressive fi nancial resu lts. Tony Schwartz 70 Change for Change's Sake Just as seemingly fit people can have high choleste rol, well-pe rforming companies can suffer from a buildup of inflexible networks, unquestioned routines, and overly powe rful units. A corporate "cholesterol test " can reveal how much and what kind of cha nge to consider. Freek Vermeulen, Phanish Puranam, and Ranjay Gulati

HBR.ORG Ma RE aN STRATEGIES FOR A CHANGI NG WORLO

Practical advice to hel p you energize your company, your team. and yourself. hbr.

org/strategies· cha nging·world

June 2010 Harvard Business Review 7 www.WorldMags.net & www.Journal-Plaza.net

HBR.ORG

Feat ures June 2010 THE BIG IDEA

How to Start an Entrepreneurial Revolution As the leaders of Rwanda, Israel, and Chile have seen, entrepreneurship can transform an economy. But creating a breeding -. ground for new ventures isn't simple; you need to get many elements right. Here's what we know works. Daniel J. Isenberg

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Are You a High Potential?

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High-pot ent ia l managers have distinguishing characteristics and behaviors that companies rout ine ly recognize. l earn what those qualities are- and what you can do to exhibit them-so that you make the list. Douglas A. Ready, Jay A. Conger, and

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Linda A. Hill

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The Coherence Premium Rarely is a com pany disci plined enough to focus on "what we do better t han anyone" in making every decision across all its businesses. Rarer still is the company that has aligned its different iating inte rnal capabilities with the right external market posit ion . The firms that do are "coherent," and they reap a reward . Paul Leinwand and Cesare Mainardi

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ey respondents top teams ss than 10% of me developing -potent ial leaders.

Growing Green: Three

Smart Paths to Developing Sustainable Products Most executives believe that sustainability is a revenue driver, but t hey're not sure how to make it work for the m. Here are three broad strategies for aligning companies' gree n prod uct goals with thei r capabilities. Gregol}' Unruh and Richard Ettenson

VINEET NAYAR

On inverting the leadership pyramid blogs. hbr.org/nayar

103 THE GLOBE

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The China Rules A practical guide t o leadi ng a company in the world's t hird-largest economy. Lynn S. Paine 110 HOW I DID IT

A Maverick CED Explains How He Persuaded His Team

to Leap into the Future The CEO of HCl recnnctcgree wanted to tu rn the organizat ion ups ide down -so he put his employees before his customers. Vineet Nay ar

June 2010 www.WorldMags.net & www.Journal-Plaza.net

Most of what expat CEDs learn inChina hasn't made its way into management books or classrooms.

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