Harvard Business Review 2019 (March–April)

Год выпуска: March–April 2019

Автор: Harvard Business Review USA

Жанр: Бизнес

Издательство: «Harvard Business Review USA»

Формат: PDF (журнал на английском языке)

Количество страниц: 152

Описание:

Profit and Purpose

Financial performance should no longer be the sole pursuit of the corporation. Companies are being pushed to consider the interests of all their stakeholders—including employees, customers, and the community—not just those of their shareholders. Of course, some leaders have long embraced the idea of doing well by doing good. But making that idea a reality has proved challenging.

Though rare, companies that have managed to create both financial and social value do exist: Patagonia and Grameen Bank are two that come quickly to mind. There's no magic to this feat, say Julie Battilana, Anne-Claire Pache, Metin Sengul, and Marissa Kimsey, who have been studying social businesses for more than a decade. In “The Dual-Purpose Playbook” (page 124) they argue that the organizations that pull this off build a commitment to creating both kinds of value into their core activities.
These businesses have mastered what the authors call hybrid organizing—an approach that involves setting and monitoring social and financial goals, structuring the organization to pursue both, hiring employees who can embrace them, and managing with both goals in mind. When the social and the financial come into conflict, managers must make difficult trade-offs that keep the business on the two tracks at once. This involves equal measures of creativity and discipline, aspiration and practicality—which are, after all, the ingredients of great leadership.

Сontents

Harvard Business Review (March–April)

SPOTLIGHT

EDUCATING THE NEXT GENERATION OF LEADERS

• TALENT MANAGEMENT
  • The Future of Leadership Development
    • Gaps in traditional executive education are creating room for approaches that are more tailored and democratic
• MANAGING YOURSELF
  • Learn from People, Not Classes
    • Whom do you know, and what can they teach you?
• MANAGING PEOPLE
  • “We're Giving Ownership of Development to Individuals”
    • A roundtable with chief learning officers

FEATURES

• STRATEGY
  • Strategy Needs Creativity
    • An analytic framework alone won't reinvent your business
• MANAGING CHANGE
  • The Collaboration Blind Spot
    • Too many managers ignore the greatest threat in launching cross-group initiatives: provoking defensive behaviors
• INNOVATION
  • The Innovation Equation
    • The most important variables are structural, not cultural
• LEADING TEAMS
  • The Right Way to Lead Design Thinking
    • How to help project teams overcome the inevitable inefficiencies, uncertainties, and emotional flare-ups
• MANAGING PEOPLE
  • The Feedback Fallacy
    • For years, managers have been encouraged to praise and constructively criticize just about everything their employees do. But there are better ways to help employees thrive and excel
• OPERATIONS
  • Operational Transparency
    • Make your processes visible to customers and your customers visible to employees
• LEADERSHIP
  • How to Lead Your Fellow Rainmakers
    • Collectively, dynamically—and very carefully
• MANAGING ORGANIZATIONS
  • The Dual-Purpose Playbook
    • What it takes to do well and do good at the same time

IDEA WATCH

• CUSTOMERS
  • A Novel Way to Boost Client Satisfaction
    • Analyze e-mail behaviors and share best practices
    • plus The curiosity gap, the downside of attentive service, and more
• DEFEND YOUR RESEARCH
  • You Shouldn't Volunteer to Help Your Coworkers
    • Jumping to a colleague's aid often backfires
• HOW I DID IT
  • Traeger's CEO on Cleaning Up a Toxic Culture
    • The company essentially had to start from scratch

EXPERIENCE

• MANAGING YOURSELF
  • Facing Your Mid-Career Crisis
    • Should you cope or quit?
• CASE STUDY
  • Sell Direct-to-Consumer or Through Amazon?
    • An e-bike maker weighs the trade-offs
• SYNTHESIS
  • Race at Work
    • We won't make real progress till we understand the barriers to change
• LIFE'S WORK
  • Cal Ripken Jr.

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