1、Alan Greenspan Jack Welch Al GoreCarl IcahnMichael Eisner Herb Kelleher Patricia A.Woertz Craig Barrett Chris AndersonJack Ma Frederick W.Smith Dennis NallyRudy Giuliani Scott McNealy&youWORLD BUSINESS FORUM,OCTOBER 10-11,2007,RADIO CITY MUSIC HALL,NEW YORK CITYSponsorsAcademic SponsorMedia Sponsors
2、Official AirlineTwo days in New York City.The most resonant names in business and politics.Insights from those who are redefining the business landscape.Thosewho have taken their companies to great heights,and those whose legacies will endure.Join the largest international business community at this
3、 milestone event.To find out more,visit or call 866 711 4476.72How Managers Everyday Decisions Createor DestroyYour Companys StrategyJoseph L.Bower and Clark G.Gilbert 80Cocreating Businesss New Social CompactJeb Brugmann and C.K.Prahalad 92In Praise of the Incomplete LeaderDeborah Ancona et al.104R
4、eputation and Its RisksRobert G.Eccles,Scott C.Newquist,and Roland Schatz 116Understanding Customer ExperienceChristopher Meyer and Andre Schwager 20THE HBR LISTBreakthrough Ideas for 200757HBR CASE STUDYOff-Rampor Dead End?Sharman Esarey and Arno Haslberger 129MANAGING YOURSELFDiscovering Your Auth
5、entic Leadership Bill George et al.141FIRST PERSON Raising Haier Zhang Ruimin154EXECUTIVE SUMMARIES 159PANEL DISCUSSION page 72SPECIAL:BREAKTHROUGH IDEAS FOR 2007February 2007www.hbr.org2006 Accenture.All rights reserved.Weknowwhat it takes tobea Tiger.High performers not only seize opportunities,th
6、ey plan for them.They concentrate on preparation,not second-guessing.Thats just one finding from our comprehensive research on over 500 of the worlds most successful companies.For an in-depth look at our study of and experience with high performers,visit medical history is just beginning.But should
7、this information ever fallinto the wrong hands,its more than a clerical mix-up,its a legal nightmare.Using our file-based processing solutions,healthcare service providerscan deliver government-mandated patient communications with rigorousPitney Bowes mailstream solutionsmanage the fl ow of confi de
8、ntialmedical records,making customersfeel more secure even the smallest.What will we put our stamp on next?What will we put our stamp on next?I N N OVAT I O N S FO R T H EI N N OVAT I O N S FO R T H Eaccuracy.So everyone breathes easier.This is just one of the ways PitneyBowes is merging the boundar
9、ies of mail and data into mailstream solutionsthat are helping many Fortune 500 companies stay compliant,competitiveand profitable.Whats next?Visit and see for yourself.Cover Art:Aude Van Ryn72How Managers Everyday Decisions Create orDestroy Your Companys StrategyJoseph L.Bower and Clark G.Gilbert E
10、very time a manager allocates resources,that decision movesthe company either into or out of alignment with its announcedstrategy.This powerful insight will change how you think aboutdriving strategy in your business.80Cocreating Businesss New Social Compact Jeb Brugmann and C.K.Prahalad Companies a
11、nd NGOs are finding mutual benefit in going intobusiness together,not as wary rivals,but as trusted partners.The innovative business models theyre developing are leadingto real breakthroughs in the creation of new markets and theeradication of poverty.92In Praise of the Incomplete Leader Deborah Anc
12、ona,Thomas W.Malone,Wanda J.Orlikowski,and Peter M.SengeIts time to end the myth of the complete leader:the flawlessperson at the top whos got it all figured out.The sooner leadersstop trying to be all things to all people,the better off their orga-nizations will be.Only when leaders accept themselv
13、es as in-complete as having both strengths and weaknesseswill theybe able to make up for their missing skills by relying on others.104Reputation and Its RisksRobert G.Eccles,Scott C.Newquist,and Roland Schatz Reputations make or break companies,yet most leaders inade-quately manage reputational risk
14、.Understanding the three fac-tors that affect this type of risk is the first step in building a pro-cess for identifying,measuring,and controlling threats.116Understanding Customer ExperienceChristopher Meyer and Andre SchwagerCustomer satisfaction is just a slogan unless companies face upto the unv
15、arnished reality of their customers subjective experi-ences.Heres a process to ensure that every corporate functionplays a role in monitoring,probing,and enhancing customer experience.continued on page 10FEBRUARY 2007Features8072116921046Harvard Business Review|February 2007|hbr.org12COMPANY INDEX14
16、FROM THE EDITORIdeas with Impact Every idea grows from an encounterbetween a hypothesis and reality,between a curious mind and an anomalous fact,be-tween an oyster and a grain of sand.Suchconvergences are celebrated in this yearsHBR List,our annual survey of breakthroughideas that will have an impact on businesstoday and in the years ahead.20THE HBR LISTBreakthrough Ideas for 2007Ordinary people,not“influentials,”are thebest word-of-mouth marketersleadersshould embrace the word“hope”patriarchyis
