Hbr When Your Core Business Is Dying

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TOP-TEAM POLITICS…page 90

WHEN YOUR CORE BUSINESS IS DYING…page 66

Y GE SE PA IN DS CK R M WA A
53

www.hbr.org

April 2007

58

What Your Leader Expects of You
Larry Bossidy

66

Finding Your Next Core Business
Chris Zook

78

Promise-Based Management: The Essence of Execution
Donald N. Sull and Charles Spinosa

90

The Leadership Team: Complementary Strengths or Conflicting Agendas? Stephen A. Miles and Michael D. Watkins

100

Avoiding Integrity Land Mines
Ben W. Heineman, Jr.

20 33

FORETHOUGHT HBR CASE STUDY

Why Didn't We Know?
Ralph Hasson
45
FIRST PERSON

Preparing for the Perfect Product Launch

THOU

SHALT
…page 58

James P. Hackett
111
TOOL KIT

The Process Audit
Michael Hammer
124
BEST PRACTICE

Human Due Diligence
David Harding and Ted Rouse
138 144
EXECUTIVE SUMMARIES PANEL DISCUSSION

There are 193 countries in the world. None of them are energy independent.

So who’s holding whom over a barrel?

The fact is, the vast ma jor the few energy-producin ity of countries rely on g nations that won the geological lottery, ble ssing them with abunda nt hydrocarbons. And yet , eve of raw resources import n regions with plenty some form of energy. Saudi Arabia, for examp le, the world’s largest oil exporter, imports ref ined petroleum produc ts like gasoline. So if energy independence is an unrealistic goal, how does everyone get the fuel a world of rising demand they need, especially in , supply disruptions, nat ural disasters, and unstable regimes? True global energy sec urity will be a result of cooperation and engage ment, not isolationism When investment and . expertise are allowed to flow freely across border s, the engine of innovation is ignited, prosperity is fueled and the energy available to everyone inc reases. At the same tim balancing the needs of e, producers and consum ers is as crucial as increa sing supply and curbin g demand. Only then wil l the world enjoy energy peace-of-mind. Succeeding in securing energy for everyone doe sn’t have to come at the exp ens start to think differently e of anyone. Once we all about energy, then we can truly make this promise a reality.

$15 hips over ket. ners part r sting Inve gy to ma ough • y thr ener s nerg llion able ing e f mi elop ntries. Dev cou ds o d renew • ndre an in 26 g hu rnative ply. y i tt i n nerg mm y to alte rsify sup y wn e • Co uall e ur o fficienc n o div an gies t de o e e ma sing our ener , hav a 1992 by incre ce • Sin further go 4%. by 2

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CHEVRON is a registered trademark of Chevron Corporation The CHEVRON HALLMARK and HUMAN ENERGY are trademarks of Chevron Corporation ©2006 Chevron Corporation A l rights reserved

APRIL 2007

Features
58

What Your Leader Expects of You
Larry Bossidy
A longtime CEO reveals the behaviors that leaders should look for in their subordinates – behaviors that drive individual as well as corporate performance and growth – and what those subordinates should expect in return. 58

66

Finding Your Next Core Business
Chris Zook
It may be hidden right under your nose. Here’s how to evaluate your current core and where to look for a new one.

78

Promise-Based Management: The Essence of Execution
Donald N. Sull and Charles Spinosa
The most vexing leadership challenges stem from broken or poorly crafted commitments between employees and colleagues, customers, or other stakeholders. To overcome such problems and foster a productive, reliable workforce, managers must cultivate and coordinate promises in a systematic way. 66

90

The Leadership Team: Complementary Strengths or Conflicting Agendas? Stephen A. Miles and Michael D. Watkins
When members of a leadership team play complementary roles, the whole is often greater than the sum of its parts – but such relationships may also result in confusion, especially when members move on. Organizations can learn to enjoy the...
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