Why do the Yankees always seem to win and the Red Sox fade? Why do companies such as Dell and Gillette never seem to lose their halo? What lessons does Nelson Mandela offer leaders in trouble spots like the Middle East. From sports to business and the most complicated political situations, a common element, a truth, persists: people succeed when leaders give them the confidence to do so.
"Little insight, very shallow"
Americans are stuck. We live with travel delays on congested roads, shipping delays on clogged railways, and delays on repairs, project approvals, and funding due to gridlocked leadership. These delays affect us all, whether you are a daily commuter, a frequent flyer, an entrepreneur, an online shopper, a job seeker, or a community leader. If people can't move, if goods are delayed, and if information networks can't connect, then economic opportunity deteriorates, and social inequity grows.
For over 30 years, Rosabeth Moss Kanter has been a leading thinker in strategy, innovation, and change management. Among her best-selling influential books are The Change Masters, Men and Women of the Corporation, and Confidence.
Is success simply a matter of money and talent? Or is there another reason why some people and organizations always land on their feet, while others, equally talented, stumble again and again?
"Great Content, Horrible Narrator"
A four-point plan for linking innovation, enterprises, and jobs.
This month's issue includes three complete articles. From "Forethought," Ian Bremmer and Fareed Zakaria explain how to hedge your political risk in China. Then, in "Innovation, The Classic Traps," Rosabeth Moss Kanter offers practical tips on how to keep your creative team from getting bogged down. The third article, by Michael Useem, explores "How Well Run Boards Make Decisions."
Innovation gets rediscovered as a growth enabler every half dozen years. Too often, grand declarations about innovation are followed by mediocre execution that produces anemic results, and innovation groups are quietly disbanded. Each managerial generation embarks on the same enthusiastic quest for the next new thing. And each faces the same challenges to protect existing critical revenue streams while supporting new concepts that may be crucial to future success.
You'll learn what kind of company makes it its business to make the world a better place. From the January 2008 issue of Harvard Business Review.
Rosabeth Moss Kanter, a professor of Business Administration at Harvard Business School, writes about the continuing relevance of the Drucker perspective.