What if a company did everything in its power to create a culture in which everyone could overcome their own internal barriers to change and use errors and vulnerabilities as prime opportunities for personal and company growth? Robert Kegan and Lisa Laskow Lahey have found and studied such companies - deliberately developmental organizations. A DDO is organized around the conviction that organizations will best prosper when they are more deeply aligned with people's strongest motive, which is to grow.
Robert Kagan, Lisa Lahey, and Matthew Miller, of the Harvard Graduate School of Education, and Andy Fleming, CEO of Way to Grow, Inc, report on how a close examination of two very different companies suggests that melding business excellence with personal development can create a new kind of competitive advantage.
Hanna Halaburda, an economist at the Bank of Canada, and Felix Oberholzer-Gee, a Professor of Business Administration at Harvard Business School, write about how the well-known strategic rules of markets with network effects – move first and get big – are often dead wrong.