1、SPECIAL DOUBLE ISSUECollaboration RulesPhilip Evans and Bob Wolf 106Manage Your Human SigmaJohn H.Fleming,Curt Coffman,and James K.Harter 116Virtuoso TeamsBill Fischer and Andy Boynton 124Managing forCreativityRichard Florida and Jim Goodnight PLUS:The Best of HBRJim Collins;Gary Hameland C.K.Prahal
2、ad;Jon R.Katzenbach and Douglas K.Smith;Robert S.Kaplan andDavid P.Norton54Designing High-Performance JobsRobert Simons 64Turning GreatStrategy into GreatPerformanceMichael C.Mankins and Richard Steele 74Moments ofGreatness:Enteringthe FundamentalState of LeadershipRobert E.Quinn 84Learning in the T
3、hick of ItMarilyn Darling,CharlesParry,and Joseph MooreTHEORGANIZATIONTeAMYYePGDigitally signed by TeAM YYePGDN:cn=TeAM YYePG,c=US,o=TeAM YYePG,ou=TeAMYYePG,email=Reason:I attest to the accuracy andintegrity of this documentDate:2005.07.02 16:51:19+0800COVER ART:YUCEL54Designing High-Performance Job
4、sRobert SimonsAre the jobs in your business set up to fail?Learnhow to adjust the levels of control,accountability,influence,and support for each position and unit to make sure the company achieves its potential.64Turning Great Strategy into Great PerformanceMichael C.Mankins and Richard SteeleA rev
5、ealing new study shows that companies,on average,reach only 63%of their strategiespoten-tial value.Creating tight links between planning and execution is one way to close this strategy-to-performance gap.74Moments of Greatness:Entering theFundamental State of LeadershipRobert E.QuinnWhen we outdo ou
6、rselves as leaders,its usually because were responding to a crisis.But that doesnthave to be the case.We can get into the zone by asking ourselves four basic questionsand really digging for honest answers.84Learning in the Thick of ItMarilyn Darling,Charles Parry,and Joseph MooreThe after-action rev
7、iew is more than a meeting;more than a report;more than a postmortem.It is a living,pervasive process that the U.S.Army createdto adapt quickly in unpredictable situations.Hereshow your business can use this performance toolmore effectively.JulyAugust 2005THE HIGH-PERFORMANCEORGANIZATION74harvard bu
8、siness review548496Collaboration RulesPhilip Evans and Bob WolfWho would have thought that the Toyota ProductionSystem works in much the same way as Linux soft-ware development?The similarities between the twocommunities point to a surprising model for innova-tion,learning,and growth.Features96conti
9、nued on page 6136Level 5 Leadership:The Triumph of Humilityand Fierce Resolve Jim CollinsOf all the factors that can cata-pult a company from good togreat,none is as essential ashaving a Level 5 leader at thehelm,an executive who is bothhumble and willful,shy andfearless.Leaders with this para-doxic
10、al mix are hard to findand hard to stop.148Strategic IntentGary Hamel and C.K.PrahaladWestern companies waste toomuch energy chasing the costand quality advantages of theirrivals.They should take a les-son from Japanese firms thatpractice“strategic intent”:theart of going after and attainingseemingl
11、y impossible goals by spreading a vision of globalleadership throughout the organization.162The Discipline of TeamsJon R.Katzenbach and Douglas K.SmithWorking teams arent always teams,no matter whatmanagement calls them.Realteams share commitment,pur-pose,and approach.They alsostrive for something g
12、reaterthan any individual membercould achieve.172The Balanced Scorecard:Measures That DrivePerformanceRobert S.Kaplan and David P.NortonMost managers agree that theold measurements of corporateperformance dont match thenew terms of competition.Butwhat are the right yardsticks?Enter the balanced scor
13、ecard,which considers not only finan-cial measures but also opera-tional measures of customersatisfaction,internal processes,and an organizations ability tolearn.106Manage Your Human SigmaJohn H.Fleming,Curt Coffman,and James K.Harter Six Sigma works well in manufacturing contexts.Now theres a compa
14、rable methodology for measur-ing and managing performance in sales and servicebusinesses.116Virtuoso TeamsBill Fischer and Andy BoyntonA team of experts can achieve extraordinary results.But youll need a whole new set of rulesand someunusual management toolsto harness their creativetemperaments.124M
15、anaging for CreativityRichard Florida and Jim GoodnightTap into the creative energies of all your stake-holdersfrom managers to support staff to cus-tomersand your companys performance will take off.Start with the three guiding managementprinciples SAS Institute applies.6harvard business reviewconti
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