Businesses hoping to survive over the long term will have to remake themselves into better competitors at least once along the way. These efforts have gone under many banners: total quality management, reengineering, rightsizing, restructuring, cultural change, and turnarounds, to name a few. In almost every case, the goal has been to cope with a new, more challenging market by changing the way business is conducted. In this article, John Kotter outlines the eight largest errors that can doom these efforts.
"Misidentified on Amazon"
Fast Company is a "workstyle" magazine, a new breed of business journalism that understands a powerful new truth: Work is personal. Fast Company connects with an authentic voice, inspires with a revolutionary style, and instructs with personal tools to serve as a manifesto for change.
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In this issue: "Do Search Ads Really Work?" by the Editors of Harvard Business Review; "Strategy in the Age of Superabundant Capital" by Michael Mankins, Karen Harris, and David Harding; "Bursting the CEO Bubble" by Hal Gregersen; "Hiring an Entrepreneurial Leader" by Timothy Butler; "What's the Value of a Like?" by Leslie K. John, Daniel Mochon, Oliver Emrich, and Janet Schwartz; "The New Sales Imperative" by Nicholas Toman, Brent Adamson, and Cristina Gomez; and "Restructure or Reconfigure" by Stéphane J.G. Girod and Samina Karim.
Here's a creative way to make the best use of your morning commute: listen to The Wall Street Journal. Each morning, you'll get the must-hear stories from the Journal's front page, as well as the most popular columns and briefings from Marketplace, Money & Investing, and more. And, every Friday, you'll get a bonus delivery: features, columns, and reviews from the Weekend Journal.
In this issue: "The Power of Positive Surveying" by the Editors of Harvard Business Review; "Curing the Addiction to Growth" by Marshall Fisher, Vishal Gaur, and Herb Kleinberger; "Are You Solving the Right Problems?" by Thomas Wedell-Wedellsborg; "The Neuroscience of Trust" by Paul J. Zak; and "Kick-Ass Customer Service" by Matthew Dixon, Lara Ponomareff, Scott Turner, and Rick DeLisi.
Peter F. Drucker, author of Management Challenges for the 21st Century, explains that success in the knowledge economy comes to those who know themselves - their strengths, their values, and how they best perform.
"An area for a misunderstanding"
The CEO and president of IDEO writes that when designers are involved from the very beginning of the innovation process, startling new ideas can result - as a U.S. health care provider, a Japanese bicycle components manufacturer, and a system of Indian eye hospitals learned.
Michael E. Porter, the Bishop Lawrence University Professor at Harvard University, and Thomas H. Lee, chief medical officer at Press Ganey and the former network president of Partners HealthCare, write about why providers must lead the way in making value the overarching goal.
"The changing of the Landscape of healthcare"
Increasing your energy capacity is the best way to get more work done faster and better. From the October 2007 issue of Harvard Business Review.
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One of the secrets to maintaining a thriving business � being able to recognize when it needs a fundamental change.
"good insights "
Businesses hoping to survive over the long term will have to remake themselves into better competitors at least once along the way. These efforts have gone under many banners: total quality management, reengineering, rightsizing, restructuring, cultural change, and turnarounds, to name a few. In almost every case, the goal has been to cope with a new, more challenging market by changing the way business is conducted. A few of these endeavors have been very successful.
"the audible version is only the first chapter."
A look at the tenets of disruption theory, its usefulness and limitations, and its evolution over the past 20 years, by the leading experts on the subject.
Linda A. Hill, a professor of Business Administration at Harvard Business School, Greg Brandeau, head of technology at Pixar, Emily Truelove, a researcher and a PhD candidate at the MIT Sloan School of Management, and Kent Lineback, a manager and executive with over 25 years of experience, write about how smart leaders of innovation don’t set a vision and motivate others to follow it; they create a community that is both willing and able to innovate.
As constant travelers and parents of a 2-year-old, we sometimes fantasize about how much work we can do when one of us gets on a plane, undistracted by phones, friends, and Finding Nemo. We race to get all our ground work done: packing, going through TSA, doing a last-minute work call, calling each other, then boarding the plane. Then, when we try to have that amazing work session in flight, we get nothing done.
Roger Martin looks beyond the actions of great leaders. He says the lessons we really need to learn come from what goes on in their heads - particularly the way they creatively build on the tensions among conflicting ideas.
"A waste of time"
Yvon Chouinard, a rock climber and the founder and chairman of Patagonia, Jib Ellison, a river guide and the founder of the strategy consultancy, Blu Skye, and Rick Ridgeway, a mountain climber and a vice president of Patagonia, write about how the viability of business depends on the resources of healthy ecosystems and the stability of just societies.