Table Of Content37 THE BEST-PERFORMING
CEOs IN THE WORLD, 2018
82 REINVENTING CUSTOMER
SERVICE
Matthew Dixon
November–
December
128 HOW TO CULTIVATE
2018
EVERYDAY COURAGE
James R. Detert HBR.ORG
T he End of
BUREAUCRACY
How to Free
Your Company
to Innovate
50
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NOVEMBER–DECEMBER 2018
SPOTLIGHT
THE CEO 100,
37
2018 EDITION
38 LEADERSHIP
THE BEST-PERFORMING CEOS
IN THE WORLD
The latest edition of HBR’s
annual list
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Ja JOIN US ON SOCIAL MEDIA CONTACT HBR
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Harvard Business Review 3
November–December 2018
NOVEMBER–DECEMBER 2018
60
FEATURES
MANAGING ORGANIZATIONS LEADERSHIP ANALYTICS OPERATIONS
The End of Bureaucracy Unite Your Senior Team Better People Analytics Reinventing Customer
The Chinese giant Haier has A practical road map Measure who they know, Service
been on a growth tear ever for achieving leadership not just who they are. How T-Mobile achieved
since it ditched hierarchy alignment Paul Leonardi and record levels of quality
and rules for a radical new Bernard C. Kümmerli, Noshir Contractor and productivity
70
management structure. Scott D. Anthony, and Matthew Dixon
82
Gary Hamel and Markus Messerer
60
Michele Zanini
50
SALES INNOVATION INTERNATIONAL BUSINESS MANAGING YOURSELF
How to Sell New Products Bring Your Breakthrough Africa: A Crucible Cultivating Everyday
Focus on learning, Ideas to Life for Creativity Courage
not performance. How the most successful Lessons from the The right way to speak
Thomas Steenburgh and innovators do it continent’s breakout truth to power
Michael Ahearne Cyril Bouquet, Jean-Louis businesses James R. Detert
92 128
Barsoux, and Michael Wade Acha Leke and Saf
102
Yeboah-Amankwah
116
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4 Harvard Business Review
November–December 2018
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NOVEMBER–DECEMBER 2018
IDEA WATCH
16 OPERATIONS
Making Process HOW I DID IT
Improvements Stick
New Thinking, Early excitement usually leads Cobra’s Chairman
Research in Progress to backsliding. on Turning an
plus A roundup of the latest Indian Beer into
management research and ideas a Global Brand
The key to
30 DEFEND YOUR RESEARCH retaining
A Tattoo Won’t Hurt Your
entrepreneurial
Job Prospects
spirit
Body art no longer has any
Karan Bilimoria
stigma in the labor market, 32
new research suggests.
156
EXPERIENCE
138 MANAGING YOURSELF
How to Keep Working When LIFE’S WORK
You’re Just Not Feeling It
JOHN KERRY
Managing Your Four strategies for
Professional Growth motivating yourself
Ayelet Fishbach
143 CASE STUDY
Can You Fix a Toxic Culture
Without Firing People?
A CFO wonders how to turn
around a struggling division.
Francesca Gino
148 SYNTHESIS
Predicting the Future
What’s really preventing leaders
from taking the long view?
Ania G. Wieckowski
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DEPARTMENTS Del
8 From the Editor e
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10 Contributors vi
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14 Interaction st;
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150 Executive Summaries u
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6 Harvard Business Review
November–December 2018
A PETABYTE
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FROM THE EDITOR
STABILITY
One of the most striking things about this year’s
list of the best-performing CEOs is how consistent
AMID TURMOIL it is with last year’s. Fully 70% of the leaders in
our 2018 ranking are returnees. That stability is
relected in the average tenure of the CEOs—16
years, compared with 7.2 years for S&P 500 CEOs
in 2017. These are extraordinarily turbulent times,
and the longevity of our top 100 is remarkable.
The CEOs on our list (beginning on page 41)
have prospered even as the global business
environment has gotten more challenging.
Escalating trade tensions only add to the
complexities of digitization, disruption, and
shifting consumer expectations. Of course, the
trends cut both ways: The forces that kept Pablo
Isla of Inditex (parent of fast-fashion leader Zara)
atop our ranking are the same ones that weakened
industry mainstays such as L Brands, whose
leader, Leslie Wexner, fell of our list this year.
Chief executives are also dealing with rising
dissension on all sides. Activist investors are
routinely forcing their hands, and workers are
demanding more say in how their companies are
run—as stafers at Google did when they objected
loudly to developing a censored version of the
search engine for China. And CEOs themselves
are increasingly willing to take a stand on hot-
button issues such as gun control and gay rights.
Leading a company has never been easy, but
these days it just seems harder than ever before.
Piloting a business to real success year after year
is an undeniably impressive feat.
ADI IGNATIUS, EDITOR IN CHIEF
8 Harvard Business Review
November–December 2018
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CONTRIBUTORS
The portraits in this
feature article are the
Cyril Bouquet was
work of the American
Ayelet Fishbach born in France and
photographer Lee
has built a career moved frequently
Friedlander, who
studying ways in When Bernard during his early
has famously trained
which people fail Kümmerli stepped years. “Although
his lens on the
at self-control. She away from consulting being different was
“social landscape.”
enjoys testing her at age 43 to pursue hard,” he says,
They come from
findings on herself. a degree in fine arts, “especially when I
two series: “Tele-
She recently started his fellow partners moved from France
marketing,” shot
watching her favorite at Bain wondered to New Caledonia [an
in Omaha for the
TV show while on the what had gone island in the South
New York Times in
When Cameroon native Acha treadmill, because wrong. Studying at Pacific] and then to
1995, and “Changing
one of her studies California College of Réunion Island [in the
Leke completed a PhD at Technology,” shot
showed that it’s the Arts and working Indian Ocean], those
along Massachu-
Stanford, in 1999, he felt a virtually impossible with firms including experiences pushed
setts’s Route 128 tech
to adhere to long- LUNAR, Frog, and me to question the
strong pull to return to Africa. corridor for the MIT
term goals that IDEO, he discovered ‘standard’ or ‘best’
Museum in 1985–
“I had to come back to efect aren’t inherently the power of bringing way of doing things.”
1986. Of the latter
enjoyable. “I used together left- and Since joining IMD
series Friedlander
change,” he says. He joined to do what I thought right-brain thinkers as a management
wrote, “I chose to
would be most and divergent professor, in 2008,
McKinsey & Company and photograph people
effective, but after worldviews. This Bouquet has
working at computers
eventually opened its oice this study I said, marked the beginning helped hundreds
as these ubiquitous
‘I’m going to do the of his work on of executives learn
in Nigeria—the irst for any machines seemed
exercise that’s the leadership alignment to look beyond the
to be the vehicle for
major consultancy. Currently most fun,’” she told techniques, a subject status quo in their
that change.”
an interviewer. “And Kümmerli—now a markets—a topic he
the chair of McKinsey’s Africa now I’m exercising partner at Innosight— and his coauthors
more!” In this article and his coauthors address in this
practice, Leke has helped
Fishbach, a professor explore in this issue. article. co
s
dozens of companies access at the Booth School nci
a
of Business, shares Fr
African markets. He is a tips for sustaining San
coauthor of Africa’s Business motivation. allery,
G
Revolution, from which this kel
n
e
a
article is adapted. 138 MANAGING y Fr
s
e
YOURSELF 102 FEATURE ourt
c
116 FEATURE How to Keep Working 60 FEATURE Bring Your 82 FEATURE der,
n
a
dl
Africa: A Crucible When You’re Just Not Unite Your Breakthrough Reinventing e
Fri
e
for Creativity Feeling It Senior Team Ideas to Life Customer Service Le
©
10 Harvard Business Review
November–December 2018
