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Harvard Business Review December 2012

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21. MARKETING rnThe Dark Side of Cross-Selling: When problem customers cross-buy, they can take a big bite out of your profits. PLUS Ensuring that employees “get” your company’s strategy, and the role of trust in global negotiationsrn28. DEFEND YOUR RESEARCHrnWall Street Doesn’t Understand Innovation: You think investors would pay a premium for stocks of firms that are good at R&D. But you would be wrong.rn VISION STATEMENTrn30. The Vitality of Cities: Comparing 27major urban centers worldwidern32. STRATEGIC HUMORrnCOLUMNS rn34. IQBAL QUADIR: How cell phones are driving growth in India-from the bottom uprn36. RONALD COASE: It’s time to reestablish the connection between economics and the ordinary business of life.rn44. Big Idea History as a Leadership Tool/ by John Seaman and George David SmithrnrnSPOTLIGHT ON HOW TO MANAGE DISRUPTIONrn56. Surviving Disruption: Not every disruption annihilates every business in its path. Here’s systematic way to tell how much danger you’re really in. by M. Christensenrn66. Two Routes to Resilience: When your business model is upended, you need to do two things: reposition your core, and launch a disruptive start-up of your own. By Clark Gilbert, Matthew EYRING, and Richard N. Fosterrn74. Kiva the Disrupter: Why is disruption so hard to pull off? Because it’s not enough to envision the novel approach and bring it to market. You must also help customers deal with the risk of buying an unprecedented solution. By Mick MOUNTZrnTHE BIG IDEArn44. Your Company’s History as a Leadership Tool: A sophisticated Understanding of the past is a powerful means of shaping the future. By John T. Seaman Jr. and George David Smithrn82. Who Can Fix the “Middle-Skills” Gap? : Your company can-if it takes a leadership role in creating collaborative training programs. By Thomas KOCHAN, David FINEGOLD, and Paul OSTERMAN rn92. The MICROWORK Solution: Outsourcing with a mission: breaking the cycle of poverty by Francesca Gino and Bradley R. STAATSrn98. Four Ways to Reinvent Service DELIVERY: To unlock value for you and your customers, reconsider your basic assumptions about how and where you interact with them and what services they need. By KAMALINI RAMDAS, ELIZABETH TEISBERG. And Amy L. TuckerrnHOW I DID ITrn39. The CEO of Novartis on Growing After a Patent Cliff: By moving quickly on three new initiatives, the pharmaceuticals division at Novartis avoided heavy revenue losses. By Joseph JimenezrnTHE GLOBErn109. What Panasonic Learned in China: How Panasonic the tension between global integration and localization by Toshiro Wakayama, JUNJIRO SHINTAKU, and TOMOFUMI AMANOErn115. MANAGING YOURSELFrnReclaim Your Creative Confidence: Improve your ability to generate ideas-and build the courage to try them out by Tom Kelley and David Kelleyrn121. CASE STUDYrnHow Much Is Swear Equity Worth? : Does $250,000 investment up front out- weigh finding investors, crafting branding and marketing strategy, locating production facilities, and fixing the product formula? By Christopher Marquis and Joshua D. Margolis rn130. SYNTHESIS: Personality is the real substance of Leadership. By Jeff Kehoern132. EXECUTIVE SUMMARIESrn136. LIFE’S WORKrnMuhammad YUNUS: The founder of GRAMEEN Bank on the power of social business to solve world problemsrnrn

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Call Number

M (HBR) 0903

Publisher

Boston, MA : Harvard Business School Press., 2012

Collation

136p : ill ; 27 cm

Language

English

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Edition

vol. 90 No. 12

Subject(s)

Leadership
Business

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