Harvard Business Review (October 2005)

164 Pages·2005·8.366 MB·English

by  Harvard Business Review Writers

Strategy with Muscle Change Management with Teeth
…page 72 …page 108
www.hbr.org
October 2005
Closing the
Talent Gap 62 Growing Talent as ifYour Business
Depended on It
Jeffrey M.Cohn,Rakesh Khurana,and Laura Reeves
72 The Office ofStrategy Management
Robert S.Kaplan and David P.Norton
82 The Passive-Aggressive Organization
Gary L.Neilson,Bruce A.Pasternack,and
Karen E.Van Nuys
96 Information Technology and the Board
ofDirectors
Richard Nolan and F.Warren McFarlan
108 The Hard Side ofChange Management
Harold L.Sirkin,Perry Keenan,and Alan Jackson
16 Forethought
31 HBR Case Study
The Cane Mutiny:Managing a Graying
Workforce
Cornelia Geissler
45 Big Picture
Zeitgeist Leadership
Anthony J.Mayo and Nitin Nohria
120 Best Practice
Master ofthe House:Why a Company Should
Take Control ofIts Building Projects
David Thurm
131 Frontiers
…page 62
Four Strategies for the Age ofSmart Services
Glen Allmendinger and Ralph Lombreglia
155 Executive Summaries
160 Panel Discussion
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108
F e a t u r e s
72
October 2005
62 GrowingTalent as if Your Business
Depended on It
62
Jeffrey M.Cohn,Rakesh Khurana,and
Laura Reeves
With lurid visions of missed earnings targets,fatal ac-
counting blunders,and departing CEOs dancing in their
heads,boards often pay little attention to an equally dis-
turbing picture: the lack of quality leaders coming up
through their organizations.Find out how some smart
companies are developing their talent and building their
bench strength.
72 The Office ofStrategy Management
Robert S.Kaplan and David P.Norton
96 Information Technology and
Your employees can help implement your strategy only
the Board ofDirectors
if they understand it.Chances are,they don’t.Here’s
a blueprint for setting up a (small) corporate unit that Richard Nolan and F.Warren McFarlan
will make sure your strategy is well communicated– Most boards remain largely in the dark when it comes
and well executed. to IT spending and strategy,despite the fact that corpo-
rate information assets can account for more than 50%
82 The Passive-Aggressive Organization of capital spending.That’s got to change,especially for
Gary L.Neilson,Bruce A.Pasternack,and companies whose very survival depends on state-of-the-
Karen E.Van Nuys art technologies.
Decisions are routinely criticized,often ignored,and
108 The Hard Side ofChange Management
even reversed.Is it any wonder that,faced with some
Harold L.Sirkin,Perry Keenan,and Alan Jackson
new directive,employees smile but refuse to budge?
There is a way of getting companies with this problem Many change management experts are obsessed with
moving again–but it’s a drastic one. “soft”factors,such as culture and leadership.These fac-
tors are important,say three management consultants,
82 but they alone won’t bring about change.The hard ele-
ments–like project duration and staffing requirements–
must also be given due consideration.
continued on page 6
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Departments
October 2005
10 FROM THE EDITOR 94 STRATEGIC HUMOR
First Things First
One lesson of Katrina is that organiza- 120 BEST PRACTICE
tions and systems manage interdepen- Master ofthe House:Why a
dencies badly. Company Should Take Control
ofIts Building Projects
16 FORETHOUGHT David Thurm
Economic models combine mathemat- 16 A big construction project isn’t just
ics and imagination…Government by about bricks and mortar; it’s about iden-
desks…What’s your product’s platform tity.If you want a soulless,mediocre
potential?…Chief diversity officers over- facility,just sign a check and delegate
see innovation efforts and generate rev- away.But if you’d rather create a build-
enues…Founders should be keepers… ing that reflects your company’s mission
A subtle approach helps keep new cus- on the outside and energizes the work
tomers…Advice on choosing manage- environment within,read on.
ment books from a man who’s read 1,500
of them…Your company might have
131 FRONTIERS
more room to grow than you think…
Four Strategies for the
How customers’perceptions of brand
Age ofSmart Services
affect stock price…Are you hiring a 45
new COO–or a potential successor? Glen Allmendinger and
Ralph Lombreglia
31 HBR CASE STUDY Soon,it won’t be enough justto wrap
The Cane Mutiny: valuable services around your products.
Managing a Graying Workforce Some companies are building aware-
ness and connectivity into their prod-
Cornelia Geissler
ucts–and deriving more than 50%of
A shift in demographics will soon mean their revenues and 60%of their margin
mass retirement at Medignostics–and contributions from these “smart ser-
too few candidates to fill the empty spots. vices.”Here’s how you can do the same.
But executives’eyes are glued to the bot-
tom line.How can an HR manager get 120
147 LETTERS TO THE EDITOR
the top team to see the impending crisis
and buy into his strategy to head it off? Companies that add Six Sigma to their
pricing analysis tool kits may be missing
out on some top pricing opportunities.
45 BIG PICTURE
Zeitgeist Leadership
160 PANEL DISCUSSION
Anthony J.Mayo and Nitin Nohria
Give to Get
You may be the right leader for your
Don Moyer
company today,but will you be able to
capitalize on the context in which your Don’t step on heads to get ahead.Help
business will operate ten years from superiors,employees,and peers alike.
131
now? A close look at how broad forces
played out in the past century could
point the way. 8 COMPANY INDEX
HBR now includes an index of
authors’affiliations and organizations
mentioned in articles.
155 EXECUTIVE SUMMARIES
6 harvard business review