2005 HBR Readers Guide

2005 HBR
Harvard Business
Reader'sReview
Guide 2005 Reader's Guide
ANNUAL INDEX AND EXECUTIVE SUMMARIES
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2005GUIDE A guide to the year’s

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and subject. Includes
Executive Summaries.
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L E A D E RS H I P
J A N UA R Y 46
COV E R STO R Y
January 2005
Almost Ready: How Leaders
Move Up
form.
O RG A N I Z AT I O N & C U LT U R E S E L F - M A N AG E M E N T S E L F - M A N AG E M E N T
J A N UA R Y 15 J A N UA R Y 25 J A N UA R Y 35
H B R C A S E ST U D Y The New Road to the Top The Best Advice I Ever Got
Into the Fray
To access this document, please return to page

Fortune1 to complete the
form.
Fortune
from.
S E L F - M A N AG E M E N T S E L F - M A N AG E M E N T S E L F - M A N AG E M E N T
Overloaded Circuits: Why What’s Your Story? How to Play to Your Strengths
Smart People Underperform

form.
S E L F - M A N AG E M E N T S E L F - M A N AG E M E N T S E L F - M A N AG E M E N T
Do Your Commitments Match Managing Your Boss Managing Oneself

Your Convictions?
organizational
personal
content
L E A D E RS H I P G E N E R A L M A N AG E M E N T
F E B RUA R Y 72 F E B RUA R Y 17
COV E R STO R Y T H E H B R L I ST
February 2005
Ending the CEO Succession Breakthrough Ideas for 2005
Crisis
Roderick M. Kramer
Julia Kirby
Joseph L.
Bower
Jeffrey F. Rayport
badly.
Eric Bonabeau
Roger L. Martin
Kirthi Kalyanam Monte

Zweben
Robert C. Merton
Thomas A. Stewart
Mohanbir
Sawhney
Denise Caruso
Thomas
H. Davenport
Leigh Buchanan
Henry W. Chesbrough
Kenneth
Lieberthal
Jochen Wirtz Loizos Heracleous
Mary Catherine Bateson

Jeffrey
Rosen
Tihamér von Ghyczy
Janis Antonovics
Jeffrey Pfeffer
S E L F - M A N AG E M E N T O RG A N I Z AT I O N & C U LT U R E N O N P RO F I T M A N AG E M E N T
F E B RUA R Y 59 F E B RUA R Y 82 F E B RUA R Y 92

H B R C A S E ST U D Y Productive Friction: How Should Nonprofits Seek Profits?
Springboard to a Swan Dive? Difficult Business Partnerships
Can Accelerate Innovation
Fortune
C H A N G E M A N AG E M E N T L E A D E RS H I P S E L F - M A N AG E M E N T
F E B RUA R Y 104 F E B RUA R Y 114 F E B RUA R Y 125
Change Through Persuasion THE HBR INTERVIEW Two Executives, One Career
Transforming an Industrial
Giant
form.
ST R AT E G Y & CO M P E T I T I O N O P E R AT I O N S
F E B RUA R Y 132 MARCH 58
Strategic Sourcing: From COV E R STO R Y

March 2005
Periphery to the Core Lean Consumption

form.
IDEAS & TRENDS ETHICS & SOCIETY HUMAN RESOURCES
MARCH 16 MARCH 31 MARCH 43

FORETHOUGHT H B R C A S E ST U D Y Off-Ramps and On-Ramps:
Sorting Data to Suit Yourself The Shakedown Keeping Talented Women
your on the Road to Success
they
form.
Both Sides Now

By completing this form once,
and
you will have access to all similar
Rotate the Core
Expanding in China
No More Metaphors
Global Manufacturers at a Crossroads
Vanishing Jobs? Blame the Boomers
The Faster They Fall
Outsourcing Marketing
Lessons from the Slums of Brazil

form.
O RG A N I Z AT I O N & C U LT U R E O P E R AT I O N S
M AY 124 M AY 135
Creating the Living Brand Six Sigma Pricing

June 2005

form.
Know what you’re Define what constitutes a defect.

looking for:
Gather data and prepare it for analysis.

Make the most of talent:
Analyze the data.

Create pride in the
brand:
Build Recommend modifications to the
community: existing process.
Share the
business context:
Create controls.
Satisfy the
soul:
PERFORMANCE MEASUREMENT IDEAS & TRENDS MARKETING
JUNE 80 JUNE 18 JUNE 35

COV E R STO R Y FORETHOUGHT H B R C A S E ST U D Y
The Surprising Economics of The Eureka Myth Holding Fast
a “People Business”
form.
Outsourcing Integration
New Laws of the Jingle
Shareholder Votes for Sale
The Madness of Individuals
Little Decisions Add Up
Knowing What to Listen For
The Low Value of Virtue
Don’t Blame the Metrics
Hidden Harassment
Coal Cleans Up Its Act

G LO BA L I Z AT I O N ST R AT E G Y & CO M P E T I T I O N O RG A N I Z AT I O N & C U LT U R E
JUNE 92
HBR
Spotlight Risk and Reward in World Markets Competent Jerks, Lovable Fools,
and the Formation of Social
JUNE 51 JUNE 63 Networks
Managing
To access this Risk please return to page
document, Strategies That Fit the
1 to complete
form. in an Unstable World Emerging Markets
O P E R AT I O N S M A N AG E M E N T D E V E LO P M E N T O RG A N I Z AT I O N & C U LT U R E
JUNE 100 JUNE 112 JUNE 122
The Coming Commoditization Developing First-Level Leaders Every Employee an Owner.

of Processes Really.

form.
ST R AT E G Y & CO M P E T I T I O N O RG A N I Z AT I O N & C U LT U R E
JUNE 133 J U LY– AU G U ST 54
Your Alliances Are Too Stable COV E R STO R Y

July–August 2005
Designing High-
Performance Jobs
form.
1. Launch the process.
spans
2. Diagnose performance.
3. Generate restructuring options.
4. Execute the changes.

R E S E A R C H & D E V E LO P M E N T ST R AT E G Y & CO M P E T I T I O N TEAMS
J U LY– AU G U ST 17 J U LY– AU G U ST 30 J U LY– AU G U ST 41

H B R C A S E ST U D Y Toward a Theory of High When Failure Isn’t an Option
Feed R&D – or Farm It Out? Performance

form.
Harvard Busi-
ness Review
In Search of
Excellence
ST R AT E G Y & CO M P E T I T I O N L E A D E RS H I P O RG A N I Z AT I O N & C U LT U R E
Turning Great Strategy into Moments of Greatness: Learning in the Thick of It

Great Performance Entering the Fundamental
State of Leadership
form.
By completing this form once, you will have access to all similar funda-
mental state of leadership.
Keep it simple, make it concrete.
Am I results centered?
Debate assumptions, not forecasts.
Am I internally directed?
Am I other focused?
Use a rigorous analytic framework. Am I externally open?
Discuss resource deployments early.
Clearly identify priorities.
Continuously monitor performance.

can
Reward and develop execution capabil-

ities.
and
O RG A N I Z AT I O N & C U LT U R E PERFORMANCE MEASUREMENT TEAMS
Collaboration Rules Manage Your Human Sigma Virtuoso Teams

form.
West Side Story,
Your Show of Shows,

HUMAN RESOURCES L E A D E RS H I P ST R AT E G Y & CO M P E T I T I O N
Managing for Creativity Level 5 Leadership: The Strategic Intent

Triumph of Humility and Fierce
Resolve
form. creative capital
Fortune’
all
TEAMS PERFORMANCE MEASUREMENT
J U LY– AU G U ST 162 J U LY– AU G U ST 172
The Discipline of Teams The Balanced Scorecard:

Measures That Drive
Performance
form.
L E A D E RS H I P IDEAS & TRENDS
SEPTEMBER 68 SEPTEMBER 18
COV E R STO R Y FORETHOUGHT
September 2005 The Commerce Clause Wakes Up
Confessions of a Trusted
Counselor Granholm v. Heald

form.
When Good Customers Are Bad
Motivating Through Metrics
Schizophrenia at GM
Create Colleagues, Not Competitors
Is my ultimate
responsibility to the CEO, who pays for my ser- Save That Thought
vices, or to the institution, which pays for his? Annals of Improbable
Research,
A United Defense
Benchmarking Your Staff
How
do I immerse myself in the CEO’s worldview
without making it my own? Give a Little, Get a Little
Denying the Urge to Splurge
If the CEO and How Markets Help Marketers

I like each other, can we – should we – become
friends?
C H A N G E M A N AG E M E N T O RG A N I Z AT I O N & C U LT U R E O P E R AT I O N S
SEPTEMBER 39 SEPTEMBER 57 SEPTEMBER 78

H B R C A S E ST U D Y A Stake in the Business Fixing Health Care from
The Tug-of-War the Inside, Today
Yossi Shef
form.
ST R AT E G Y & CO M P E T I T I O N L E A D E RS H I P ST R AT E G Y & CO M P E T I T I O N
SEPTEMBER 94 SEPTEMBER 108 SEPTEMBER 120
All Strategy Is Local The Dangers of Feeling like Strategy as Active Waiting
a Fake

form.
neurotic impostors
this
active waiting,
MARKETING M A N AG I N G T E C H N O LO G Y
SEPTEMBER 131 SEPTEMBER 140
Building Loyalty in Business Using VoIP to Compete

Markets

form.
nontangible nonfinan-
cial benefits
L E A D E RS H I P IDEAS & TRENDS
O C TO B E R 62 O C TO B E R 16
October 2005 Beware of Economists Bearing Greek
Growing Talent as if Your
Business Depended on It Symbols

form.
“Bureaucracy” Becomes a Four-Letter

By completing this form once, you will have access to all similar Word
Every Product’s a Platform
Masters of the Multicultural
Hang On to Those Founders
The Hazards of Hounding
make
Been There, Read That
Room at the Top Line
Talk About Brand Strategy
The Hardest Hire

form.
ST R AT E G Y & CO M P E T I T I O N IDEAS & TRENDS
N OV E M B E R 62 N OV E M B E R 18
Innovation Versus Complexity: Get Aggressive About Passivity
What Is Too Much of a Good
Thing?
form.
The Trouble with CFOs

Crap Circles
Leading from the Factory Floor
Banana War Maneuvers
Oil and Troubled Waters
What? Me, Worry?
The Department of Mobility
If You Want to Lead, Blog
Is There a Patient in the House?

S E L F - M A N AG E M E N T S E L F - M A N AG E M E N T D I V E RS I T Y
N OV E M B E R 39 N OV E M B E R 53 N OV E M B E R 74
H B R C A S E ST U D Y Are You Working Too Hard? A Leadership in Your Midst:
Riding the Celtic Tiger Conversation with Mind/Body Tapping the Hidden Strengths
Researcher Herbert Benson of Minority Executives
form.
The Relaxation Re-

sponse,
F I N A N C E & AC CO U N T I N G L E A D E RS H I P MARKETING
N OV E M B E R 84 N OV E M B E R 100 N OV E M B E R 112
You Have More Capital than Hiring for Smarts The Perfect Message
You Think at the Perfect Moment

form.
documents without needing to register again. when
wants
risk balance sheet,
accomplishing tasks, working with

people, judging oneself.
ST R AT E G Y & CO M P E T I T I O N MARKETING
N OV E M B E R 135 N OV E M B E R 150
Scanning the Periphery Defensive Marketing: How a

Strong Incumbent Can Protect
Its Position
form.
positive,
inertial, parity, retarding.
value
vulnerability
O RG A N I Z AT I O N & C U LT U R E IDEAS & TRENDS
DECEMBER 62 DECEMBER 18
December 2005
Strategy and Your Stronger No Monopoly on Innovation
Hand
form.
Those Who Can’t, Don’t Know It

How Not to Extend Your Luxury Brand
The Cost-Benefit of Well Employees
Heartless Bosses?
Revaluing Writing
Play to Win
The Changing Face of the Chinese Execu-

tive
Bringing the College Inside
When Stability Breeds Instability

O P E R AT I O N S S E L F - M A N AG E M E N T MARKETING
DECEMBER 39 DECEMBER 53 DECEMBER 74

H B R C A S E ST U D Y How to Build Your Network Marketing Malpractice:
Just in Time for the Holidays The Cause and the Cure

form.
purpose
endorser
in-
formation broker,
super-
connectors
All
L E A D E RS H I P ST R AT E G Y & CO M P E T I T I O N HUMAN RESOURCES
DECEMBER 86 DECEMBER 98 DECEMBER 110
Managing Authenticity: The Regional Strategies for Global “A Players” or “A Positions”?

Paradox of Great Leadership Leadership The Strategic Logic of
Workforce Management
form.
ETHICS & SOCIETY O P E R AT I O N S
DECEMBER 122 DECEMBER 135
Up to Code: Does Your Getting Offshoring Right

Company’s Conduct Meet
World-Class Standards?
form.
extended or-
ganization,
form.
documents The way managers
without needing totreat their again.
register subordi-
nates is subtly in uenced by what they
expect of them. If a manager s expecta-
tions are high, productivity is likely to
be excellent. If his expectations are low,
productivity is likely to be poor. It is
as though there were a law that caused
a subordinate s performance to rise or
fall to meet his manager s expectations.
J. Sterling Livingston
Pygmalion in Management
Harvard Business Review
July—August 1969
“Let me worry about the 1% inspiration. You just
take care of the 99% perspiration.”
“Your performance is interfering

with my ability to criticize you.”
“They can push me only so far

before I do what they want.”
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Making the most of your
or, how to drive new growth when

you’ve plumb run out of ideas.
AT PITNEY BOWES, we know how to turn your

mailstream into a pro t engine. By optimizing the
complex flow of mail, documents, email, and
packages that stream out of, into and through your
business, we can help you signi cantly increase
customer acquisition, retention and loyalty and
dramatically decrease costs. And because we re
the only company that offers end-to-end mailstream
solutions, from data management to personalized
document creation, production, and distribution,
you can see results a lot faster.
'2005 Pitney Bowes Inc. All Rights Reserved.
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2005 HBR

2005GUIDE A guide to the year’s

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You’ve probably never heard the term

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but you ve definitely heard of the companies

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Do Your Commitments Match Managing Your Boss Managing Oneself

Kirthi Kalyanam Monte

Jochen Wirtz Loizos Heracleous

Mary Catherine Bateson

F E B RUA R Y 59 F E B RUA R Y 82 F E B RUA R Y 92

F E B RUA R Y 104 F E B RUA R Y 114 F E B RUA R Y 125

F E B RUA R Y 132 MARCH 58

Strategic Sourcing: From COV E R STO R Y

To access this document, please return to page 1 to complete the

MARCH 16 MARCH 31 MARCH 43

Both Sides Now

Rotate the Core

Global Manufacturers at a Crossroads

Vanishing Jobs? Blame the Boomers

The Faster They Fall

Lessons from the Slums of Brazil

Creating the Living Brand Six Sigma Pricing

To access this document, please return to page 1 to complete the

Know what you’re Define what constitutes a defect.

Gather data and prepare it for analysis.

Analyze the data.

JUNE 80 JUNE 18 JUNE 35

New Laws of the Jingle

Shareholder Votes for Sale

The Madness of Individuals

Little Decisions Add Up

Knowing What to Listen For

The Low Value of Virtue

Don’t Blame the Metrics

Coal Cleans Up Its Act

JUNE 100 JUNE 112 JUNE 122

The Coming Commoditization Developing First-Level Leaders Every Employee an Owner.

To access this document, please return to page 1 to complete the

JUNE 133 J U LY– AU G U ST 54

Your Alliances Are Too Stable COV E R STO R Y

1. Launch the process.

3. Generate restructuring options.

4. Execute the changes.

J U LY– AU G U ST 17 J U LY– AU G U ST 30 J U LY– AU G U ST 41

To access this document, please return to page 1 to complete the

J U LY– AU G U ST 64 J U LY– AU G U ST 74 J U LY– AU G U ST 84

Turning Great Strategy into Moments of Greatness: Learning in the Thick of It

Keep it simple, make it concrete.

Use a rigorous analytic framework. Am I externally open?

Discuss resource deployments early.

Clearly identify priorities.