1、72The Why,What,and How ofManagement InnovationGary Hamel 88The Great IntimidatorsRoderick M.Kramer 98Defeating Feature FatigueRoland T.Rust,Debora Viana Thompson,and Rebecca W.Hamilton 110The Seasoned Executives Decision-Making StyleKenneth R.Brousseau et al.122Rediscovering Market SegmentationDanie
2、l Yankelovich and David Meer21HBR Case StudyThe Nice GuyRuss Edelman and Tim Hiltabiddle 35The HBR ListBreakthrough Ideas for 2006 133Big Picture Where Babies Come From:Supply and Demand in an InfantMarketplace Debora L.Spar 144What Executives Should Remember Classic Advice from Peter F.Drucker163Ex
3、ecutive Summaries 168Panel Discussion February 2006 www.hbr.orgPAGE 72OF LONG-LIVEDADVANTAGETHESECRETSPECIAL:BREAKTHROUGH IDEAS FOR 2006YYePG Proudly Presents,Thx for SupportF e a t u r e s1106harvard business reviewCOVER ART:GREG MABLY110The Seasoned Executives Decision-Making StyleKenneth R.Brouss
4、eau,Michael J.Driver,Gary Hourihan,and Rikard Larsson Top executives approach decision making in a way that is nearly opposite that of first-level supervisors,new re-search shows.Failing to develop new decision skills orclinging to old habits as you progress in your careerspells trouble.122Rediscove
5、ring Market SegmentationDaniel Yankelovich and David MeerMarket segmentation was meant to be one of the mostpowerful weapons in a companys strategic arsenal.Wrested from the clutches of advertising and psycho-graphics,it still can be.Heres how.continued on page 1012272The Why,What,and How ofManageme
6、nt InnovationGary HamelAre you a management innovator?How can you becomeone?And why does it matter?Gary Hamel offers answersto these questions and gives leaders tools for creatingmanagement innovations that provide greater competi-tive advantage than product or process innovations.88The Great Intimi
7、datorsRoderick M.KramerThese leaders are rough,loud,and in your face.Theytrample on peoples feelings and set impossible stan-dards.So whats the draw?Deep insight into human motivation and organizational behaviorand an abilityto lead change when theres tremendous resistance or inertia.98Defeating Fea
8、ture FatigueRoland T.Rust,Debora Viana Thompson,and Rebecca W.HamiltonConsumers know that products loaded with features canbe frustrating to use.But in the store,they choose themodels with the most bells and whistles.What shouldmanufacturers do?February 2006887298YYePG Proudly Presents,Thx for Suppo
9、rt10harvard business review12COMPANY INDEX14FROM THE EDITORWhere Ideas Come FromIs the world merely in motion?Is humannature immutable?Are companiesfor-tunes mainly a matter of market forces?Every issue of HBR argues otherwise:That the world is changing in funda-mental ways.That human nature can bec
10、hanged.And that better managementmakes a difference.21HBR CASE STUDYThe Nice Guy Russ Edelman and Tim HiltabiddlePaul is the most understanding boss inthe world,so its no surprise that hes a joy to work for.But does that sit wellwith his own boss?Will it prevent himfrom rising to CEO?35THE HBR LISTB
11、reakthrough Ideas for 2006Whats the one skill leaders cant dowithout?Whats the best strategy forsourcing in China?How will body areanetworks change the way you live?This years annual survey of importantbusiness ideas explores these questionsand more.68THE HBR READING LISTHBR looks at 18 books due ou
12、t this year.They include Michael C.Jensen andKevin J.Murphys CEO Pay and What toDo About It,which proposes tying execu-tive compensation to long-term value,and AnnaLee Saxenians The New Argo-nauts,an examination of the“brain cir-culation”between high-tech talent mi-grs and their home nations.Departm
13、ents14February 2006108STRATEGIC HUMOR133BIG PICTUREWhere Babies Come From:Supply and Demand in an InfantMarketplaceDebora L.SparAssisted reproduction might not seemto have much in common with DVDplayers.But just as high-tech gadgetsmigrated to the mass market,the fer-tility trade could be headed tow
14、ardgreater accessibility and lower cost inthe United Statesbut only if societycan agree on a few ethical principlesand basic rules.144What Executives ShouldRememberClassic Advice from Peter F.DruckerHere are select passages from the management maestro who taught us all to think broadly and deeply.15
15、5LETTERS TO THE EDITOREffective IT governance requiresthoughtful design of highly creativestrategies for wielding a companysunique data assets.163EXECUTIVE SUMMARIES168PANEL DISCUSSIONTake a Giant StepDon MoyerYou can cover lots of ground with a series of small steps.But will you goanywhere worthwhi
16、le?2135133144YYePG Proudly Presents,Thx for SupportROBERT MEGANCK14harvard business reviewFROM THE EDITORWhere Ideas Come Fromarvard Business Reviewseeksto improve the practice of man-agement and its impact in a chang-ing world.In that statement are atleast three hidden assumptions.Oneis that the world is changing;another,that to cope with change,behaviorshould change;the third,that bettermanagement makes a difference itcan help people and organizationsdeal with change,and it can itself bean ins
