1、Focused LeadersHow effective executives direct their ownand their organizationsattentionDaniel Goleman paGe 5064 Big DataAnalytics 3.0Thomas H.Davenport74 TalentHow Google Sold Its Engineers on ManagementDavid a.Garvin100 Competitive advantageWhen Marketing Is Strategyniraj DawarDecember 2013 2013 C
2、artierPanthre de Cartier collectionwww.cartier.us-1-800-cartier December 2013hbr.orghbr.org Make yourself data-friendly.hbr.org/insights/data64Analytics 3.0 Were entering an era when data will enrich not just a companys operations but also its products and services.To prosper,organizations will need
3、 new capabilities,positions,and priorities.Thomas H.Davenport74how google Sold Its Engineers on Management Through rigorous data mining,an analytics team proved that Googles managers really did add value and pinpointed exactly how.David A.Garvin84Datas Credibility Problem Fifty years after the expre
4、ssion“garbage in,garbage out”was coined,we still struggle with data quality.The solution isnt more-advanced technology;its better management.Thomas C.Redman90You May Not Need big Data After All Most companies can improve their performance simply by using the data embedded in their core operating sys
5、tems to inform day-to-day decision making.Jeanne W.Ross,Cynthia M.Beath,and Anne QuaadgrasSpoTliGhT on MAkINg Your CoMPANY DAtA-FrIENDlYAbovE Chad hagen Nonsensical Infographic No.4,2009 Digital December 2013harvard Business Review7Contents Features December 2013100110Video The three kinds of focus
6、that leaders need to excel.hbr.org/videoThe big ideaThe Focused LeaderGreat leaders have learned to focus their attention in three ways:on themselves,on others,and on the wider world.Daniel Goleman50When Marketing Is StrategyCustomers and the marketnot the factory or the productnow stand at the core
7、 of the business.This tilt downstream requires a rethink of the traditional principles of strategy.Niraj DawarWhy Conglomerates Thrive(outside the U.S.)Business groups,which straddle numerous unrelated businesses,are flourishing in emerging markets.What gives them an edge over multidivisional compan
8、ies?Their unique structure.J.Ramachandran,K.S.Manikandan,and Anirvan Pant 45how i did iT Korn/Ferrys Ceo on Transforming the Company in Mid-CrisisMaking acquisitions to expand its offeringseven during the downturnpaid off for the executive search firm.Gary Burnison 121The globe How emerging Giants C
9、an Take on the WorldThey need a strategy for investing in innovation,operations,and brand management.John JullensChinese automaker Great Walls success story1211005011045hBr.orG8 harvard Business reviewdecember 2013 VISUALSAS Institute Inc.product or service names are registered trademarks or tradema
10、rks of SAS Institute Inc.in the USA and other countries.indicates USA registration.Other brand and product names are trademarks of their respective companies.2013 SAS Institute Inc.All rights reserved.S1037769US Visual Analytics f rsthand.Explore billions of rows of data in minutes or seconds,visual
11、ly represented in a way that brings hidden patterns into plain sight.Then easily create and share reports on the Web or mobile devices.See your data for all its worth.The key To an exTraordinary life is quite literally a key.tHe aBsOlute OPPOsite OF ORDINARY|MASERATIGHIBLI.USIntroducIng the all-new
12、MaseratI ghIblI wIth 8-speed autoMatIc transMIssIon and avaIlable Q4 IntellIgent all-wheel drIve wIth a 404 horsepower v6 engIne.MaseratI ghIblI starts at$65,600.*Maserati Ghibli base MSRP$65,600;Ghibli S Q4 base MSRP$75,700.Not including dealer prep and transportation.Actual selling price may vary.
13、Taxes,title,license and registration fees not included.2013 Maserati North America,Inc.All rights reserved.Maserati and the Trident logo are registered trademarks of Maserati S.p.A.Maserati urges you to obey all posted speed limits.Departments December 2013From the EditorInteraction1622127Its in the
14、 organizations interest to cultivate familiarity.page 2727Daily Stat Facts and figures to stimulate thought and action.blogs.hbr.org/daily-statWhat WoulD you Do?Respond to this months case study.hbr.org/case-study27PeoPlethe hidden Benefits of Keeping teams intactFamiliarity is a surprisingly powerf
15、ul tooland managers should leverage it to greater advantage.PLUS How diversity can drive innovation,and when mobile banner ads actually work34DefenD your researchNeed Someones help?ask the Person Who Just turned you DownNew research shows that“no”doesnt necessarily mean“never.”127Managing yourselfBe
16、 Seen as a leaderPrime yourself to be more proactiveand thus more respected and influentialin a group.Adam D.Galinsky and Gavin J.Kilduff133case stuDy a Short-Seller Crashes the Party A wildly successful consumer products company must decide how to respond to ominous public comments by a leading hedge fund manager.Suraj SrinivasanThe effect of strategy on our lives page 138Will the dollar be displaced as the worlds leading currency?page 40“You had to anticipate difficulties”page 144ExperienceIde