Features
50
50 The Uncompromising Leader
Russell A. Eisenstat, Michael Beer, Nathaniel Foote,
Tobias Fredberg, and Flemming Norrgren
Many CEOs focus single-mindedly on performance, which can
alienate employees. Others go too far the other way: Concern
for their people and culture can sap their firms’ competitive
vitality. Fortunately, you don’t have to choose between profits
and people.
60
60 The Competitive Imperative of Learning
Amy C. Edmondson
To compete in the knowledge economy, companies need to
view execution not as an efficient way to get things done but
as an effective way to learn from experience.
68 THE HBR INTERVIEW
Finding a Higher Gear
Anand G. Mahindra
Interviewed by Thomas A. Stewart and Anand P. Raman
The head of one of India’s emerging giants discusses how he
fosters a culture of customer-centric innovation, his personal
change-management formula, and why he believes the value
of the Mahindra & Mahindra group is more than the sum of
its parts.
68
78 Employee Motivation: A Powerful New Model
Nitin Nohria, Boris Groysberg, and Linda-Eling Lee
Getting workers to do their best requires fulfilling their
emotional drives – four in particular that all people share.
This model outlines how to use organizational levers
toward that end and, thereby, make big gains in employee
motivation.
78
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88 Should You Invest in the Long Tail?
Anita Elberse
Are blockbusters losing their power now that online retailing
can offer a little something for every taste? The answer may
surprise you.
