Showing results by narrator "Todd Mundt" in All Categories

Most companies have long practiced some form of corporate social and environmental responsibility with the broad goal, simply, of contributing to the well-being of the communities and society they affect and on which they depend. But there is increasing pressure to dress up CSR as a business discipline and demand that every initiative deliver business results.

This issue includes four complete articles, all on the theme of this month's issue: leadership. In "Becoming the Boss", Linda Hill offers some tips from common mistakes first time managers make. In "Firing Back", Jeffrey Sonnenfeld and Andrew Ward talk to leaders about their career disasters and how they bounced back.

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.

Virtually all leaders believe that to stay competitive, their enterprises must learn and improve every day. But even companies revered for their dedication to continuous learning find it difficult to always practice what they preach.

Following a crisis, regulators and managers naturally take steps to prevent a recurrence. In 2002, after Enron and WorldCom succumbed to massive accounting fraud, U.S. legislators passed the Sarbanes-Oxley Act, which gave directors and executives new oversight responsibilities.

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.

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.

Corporate profits are beginning a long slide. Prepare for leaner times.

Claudio Fernandez-Araoz, Boris Groysberg, and Nitin Nohria, offer a strategy to help you win the war for talent once the recession lifts.

Adam Grant, a professor of management at the University of Pennsylvania’s Wharton School, writes about how your organization’s success depends on the generosity of your employees.

"New Thinking for a New Financial Order" by Diana Farrell; "How Pixar Fosters Collective Creativity" by Ed Catmull; "Seven Ways to Fail Big" by Paul B. Carroll and Chunka Mui; "Don't Try This Offshore" by Stephen Brown; "Social Intelligence and the Biology of Leadership" by Daniel Goleman and Richard Boyatzis; and "Where Oil-Rich Nations Are Placing Their Bets" by Rawi Abdelal, Ayesha Khan, and Tarun Khanna

The National Commission on Terrorist Attacks Upon the United States, also known as the 9-11 Commission, was created by congressional legislation and the signature of President George W. Bush in late 2002. This independent, bipartisan commission had the task of producing a full and complete account of the circumstances surrounding the attack, including preparedness and immediate response, and providing recommendations designed to guard against future attacks.

David Simchi-Levi, a professor of engineering systems at MIT, William Schmidt, an assistant professor at Cornell University, and Yehua Wei, an assistant professor at Duke University, write about how to manage unpredictable supply-chain disruptions.

Among the tests of a leader, few are more challenging and more painful than recovering from a career catastrophe. Most fallen leaders, in fact, don't recover. Still, two decades of consulting experience, scholarly research, and their own personal experiences have convinced the authors that leaders can triumph over tragedy if they do so deliberately.

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."

First, V. Kumar, J. Andrew Petersen, and Robert Leone explain how to identify the customers who bring in the most referrals and then capitalize on that knowledge. Next, Alvin Roth discusses a new branch of economics that allows businesses to create markets where there were none or fix them when they go wrong. Also, Tony Schwartz on the science of stamina that enables individuals, teams, and whole organizations to significantly increase their capacity to get things done. Finally, you'll hear executive summaries of the remaining articles.

"The Battle for China's Talent" by Conrad Schmidt. "Capitalism for the Long Term" by Dominic Barton. "A Step-by-Step Guide to Smart Business" by Eric T. Anderson and Duncan Simester. "Is the Bottom of the Pyramid Really for You?" by Ashish Karamchandani, Mike Kubzansky, and Nishant Lalwani.

"Greased Palms, Giant Headaches" by Dan Currell and Tracy Davis Bradley; "The New Corporate Garage" by Scott D. Anthony; "Are You Solving the Right Problem?" by Dwayne Spradlin; "Will Working Mothers Take Your Company to Court?" by Joan C. Williams and Amy J. C. Cuddy.

In this issue: "Can China and the Internet Save American Small Business?" by Emily Parker; "In China, a Store of the Future—No Checkout, No Staff" by Yiting Sun; "China's Central Bank Has Begun Cautiously Testing a Digital Currency" by Will Knight; "Trump Talk Aside, Auto Manufacturing and Automation Are Booming in Mexico" by Amy Guthrie; "Karamba Is Writing Software to Keep Your Connected Car from Getting Hacked" by Doron Levin; "Peter Thiel Is Funding the Effort to Bring Woolly Mammoths Back to Life" by Antonio Regalado…

In this issue: "Winning Back Lost Customers" by the Editors of Harvard Business Review. "Branding in the Age of Social Media" by Douglas Holt. "The Other Disruption" by Joshua Gans. "How to Build a Culture of Originality" by Adam Grant.