INDEX

achievement, sense of, and motivation, 144, 145, 149, 150–151, 162

active listening, 251, 252

adviser approach, and performance, 7

Affectiva, 262

African American women. See Black women

agile development, in lean start-ups, 307–309, 310

agility, 317–320

decision-making hierarchies and, 319–320

emotional, 28

HR functions and, 318–319

project funding and, 319

AI. See artificial intelligence (AI)

airline industry, 74–75, 93–94

aluminum industry, 365

Amabile, Teresa M., 159–176

Amazon, 261, 264–265, 268, 276

Amazon Web Services, 313

AMC, 86, 87

American Fuel and Petrochemical Manufacturers, 337

American Motors, 414

American Petroleum Institute Quarterly, 385–386

Ancona, Deborah, 321–330

anger, expressing, 47–49

Anthony, Scott D., 179

anticipatory grief, 400, 401

Apple, 86, 97, 114, 117, 167, 438

Aptonomy, 262

Aravind Eye Care System, 356–359

architecting leaders, 324, 327–328, 329

artificial intelligence (AI), 257–272

coining of term, 258

current applications of, 259–261

image recognition and, 259–261

narrow applicability of systems based in, 262–263

risks and limits in using, 268–270

unrealistic expectations about, 258, 259

See also machine learning (ML)

Asian American employees

changing names and, 46

cultural stereotypes and, 50–51

AT&T, 333

authenticity, 43–56

anger and, 47–49

Asian American stereotypes and, 50–51

clothing and, 44–45, 55, 56

communication styles and, 46–47, 49–51, 52–53

expectations about physical appearance and, 43–44

hairstyles and, 45–46, 53–54

job interview impressions and, 45–46

leadership and, 55–56

names and, 46

organizational cultural notions of professionalism and, 49–50, 52–53, 54–55

authority

new managers and, 185–190

persuasion and, 236–239

auto industry

blue ocean creation in, 84, 85, 94–96

Ford’s marketing approach in, 377–378

fuel substitutes and, 382

global competition in, 414, 415, 416, 417

mass production pressures in, 376–377

solar power and, 380

Bank of America, 361

barriers to entry

competition and, 60–63

global competition and, 429

Barzun, Jacques, 365, 388

Becoming a Manager (Hill), 182

Beethoven, Ludwig van, 6

behavioral science, and personnel management, 147

Behnam, Rostin, 333

Berinato, Scott, 399–403

Bernstein, Amy, 43–56

Berscheid, Ellen, 229

Bertrand, Marianne, 216

big data, 274–275, 283

Black people

authenticity and gender in. See Black women

names, in job application process, 216

sharing experiences of racism, 220

Whitening of résumés by, 217

Black women

authenticity and appearance of, 43–46, 53–55, 56

communication styles of, 52–53

hairstyles and, 45–46, 53–54

Blank, Steve, 303–316

blue oceans

definition of, 80

economic growth from creating, 82–83

incumbents’ creation of, 85–88

technology innovation and, 84, 85–87

ways of creating, 80

blue ocean strategy, 79–96

barriers to imitation created by, 93–94

brand equity and, 88–89

challenges in, 83–84

Cirque du Soleil and, 79–80, 90–91, 93

defining characteristics of, 89–93

definition of, 80–81

differentiation and low cost in, 90–92

Ford and, 94–96

reconstructionist view in, 93

red ocean strategy versus, 90

strategic moves, as unit of analysis in, 88

Blue River Technology, 309

Bower, Joseph L., xi, 97–119

brand equity, and blue ocean strategy, 88–89

brand identification, as barrier to entry, 60

Brehm, Jack W., 235

Brehm, Sharon S., 235

Brescoll, Tori, 47

Brown, Tim, 341–362

Brynjolfsson, Erik, 257–272

Buford, Bob, 17

business model canvas, 305, 306, 310

business plans, and lean start-ups, 304–305

buyers

choosing, 67–68

power of, and competition, 66–67

Camden, New Jersey, police reform in, 222

Canon, 97, 414, 416, 417, 418, 420, 421, 428, 429, 435, 440

capital requirements, as barrier to entry, 60–61, 64

carbon reduction

building into strategy, 333–339

policies, 333

career planning

experimenting in, 179

multiple careers in, 177–180

second half of your life and, 15–19

Carmichael, Sarah Green, 43–56

Caterpillar, 97, 414, 417–418

CDC, 108, 116–117

CEOs

change process and, 124–125, 131, 134–135

See also executives

Chamorro-Premuzic, Tomas, 209–212

change, leading, 121–135

change process, 121–135

architecting leaders and, 327–328

communicating vision in, 128–129

creating a guiding coalition in, 125–126

creating a vision in, 126–127

institutionalizing in company culture, 134–135

new manager’s responsibilities in, 193–194

removing obstacles in, 130–131

sense of urgency in, 122–125

short-term wins in, 132–133

steps in, 123

Christensen, Clayton M., xi, 97–119

Chrysler, 84, 85, 416, 438

Churchill, Winston, 6

Cialdini, Robert B., 227–242

Cioffi, Delia, 234

cinema industry, 86, 87

Cirque du Soleil, 79–80, 90–91, 93, 94, 95

climate change, 333, 337

Climate Group, 335

clothing choices

authenticity and expectations about, 43–44, 55, 56

job interview impressions and, 45–46

as workplace uniform, 44–45

Coca-Cola brand, 72–73, 417

collaboration

design thinkers and, 345

global competition and, 426, 430

command and control, 296, 321, 325

commercial space industry, 391–398

centralized, government-led programs and, 392–393

policy frameworks needed for, 395–397

private sector in, 393–394

space-for-earth economy and, 391–392, 394–395

space-for-space economy in, 392, 393, 397

communication, 243–256

active listening and, 251, 252

anger expression by women and, 47–49

authenticity and, 46–47, 49–51, 52–53

barriers, 243, 244, 248, 250–251

boss-subordinate relationship issues in, 248–249

directness by women in, 49–53

evaluation, as barrier to, 243, 244, 250

listening with understanding in, 243, 244–248

managerial paradox in, 252

motivation and, 142

responsibility for, and managing oneself, 14–15

trust and, 251–252

two-way, 143

of vision in change process, 128–129

zero-carbon commitment and, 339

Compaq, 84, 86, 88, 107

competency models, 23–24

competition, 57–71

conditions affecting, 64, 70–71

design thinking and, 343

five forces shaping, xi, 57–59, 74

global (see global competition)

positioning the company and, 72–73

power of buyers in, 66–67

power of suppliers in, 65–66

price and, 74

profit potential of an industry and, 57, 59

rivalry in, 69–70

strategy formulation and, 57–59, 77

substitute products or services in, 69

supplier and buyer selection in, 67–68

threat of entry and, 60–64

competitive advantage

global rivals and, 413, 415, 425

PepsiCo’s design thinking and, 348–349

strategy and, 83, 413–414

competitive innovation, in global competition, 426–430

competitor analysis, by multinationals, 414–416

computer industry

blue ocean creation in, 84, 86–87, 88

disruptive technologies in, 97, 99, 102–103, 106–108, 111, 114–117

NEC’s strategic intent in, 417

confidence, versus competence, 209–210

Conner Peripherals, 107, 108

consistency, and persuasion, 233–236

Consortium for Research on Emotional Intelligence in Organizations, 25

Control Data Corporation (CDC), 108, 116–117

Corning Glass Works, 364–365

corporate challenges, and global competition, 421–424

cost

differentiation in, 90–92

disruptive technologies and, 103–104

Ford’s Model T and, 95–96

cost disadvantages, as barrier to entry, 61

counseling, and motivation, 143

Covey, Stephen R., 296–297

Covid-19 pandemic, 399, 402, 405, 406

Crick, Francis, 159–160

CTR, 84, 86. See also IBM

culture

Asian American stereotypes in, 50–51

cleanliness and, 55

corporate (see organizational culture)

customer development, in lean start-ups, 305–307, 309, 310

Daily Progress Checklist, 174–175

data scientists, 273–283

big data and need for, 274–275, 283

challenges in working with, 275–276

demand for, 266, 275

educational resources for, 266, 278–280

finding, 279

hiring strategies for, 280–281

LinkedIn’s early use of, 273–275

skills of, 276–278

workplace and, 281–282

Davenport, Thomas H., 273–283

David, Susan, 28–30

Davis, Harry, 228–229

decision-making approach

organizational agility and, 319

performance and, 7

Deep Instinct, 261

deep learning, 264

Dell, 84, 86

design thinkers

finding, 360

full-cycle assignments for, 360

involving, in innovation process, 360

personality profile of, 344–345

design thinking, 341–362

Aravind Eye Care System and, 356–359

Bank of America’s Keep the Change innovation and, 361

as competitive asset, 343

definition of, 342

innovation and, 349, 360–362

Kaiser Permanente and, 343–350

PepsiCo and, 346–349

prototyping in, 345–349

Shimano bike project and, 351–356

three phases in, 351, 352–353

Deutsche Post DHL, 337

Disabled American Veterans, 230–231

discrimination

fence analogy for, 224–225

manager’s awareness of, 216, 218

people of color and awareness of, 217

pipeline problems and, 218

strategies for combating, 221–222

White people’s awareness of, 215

See also racism

disruptive innovation, xi, 112–113, 118

disruptive technologies, 97–119

characteristics of, 99–100

cost structures and revenues and, 103–104

creating a separate organization for building, 116–117

customers and company responses to, 98, 99

defining strategic significance of, 109–111

hard-disk-drive industry and, 100–104, 106–108, 111, 112, 115–116

identifying, 108–109

income gap between rich and developing countries and, 113

independence of spin-offs producing, 117–118

internal disagreements about, 109

locating initial market for, 111–116

performance attributes of, 99–100, 101, 103–105, 109–111, 113, 114

resource-allocation processes and response to, 105–108, 114

reverse innovation versus, 112–113

Seagate example in, 105–108, 111, 115

distributed leadership, 321–322. See also nimble leadership

distribution channels, as barrier to entry, 61

diversity initiatives

employees’ reactions to, 214–215

fairness in, 223–224

high quality and standards in, 224–225

negative impact of, 216

recruitment issues and, 218–219

resentment in, 214–215

White employees’ perception of, 215–216

See also racial equity

Donham, Wallace Brett, ix

Dorf, Bob, 310

Dr Pepper brand, 72–73

Drucker, Peter F., xi, 1–19, 74

dry cleaning industry, 366

DuPont, 364–365, 370

Dweck, Carol, 330–331

Eagly, Alice, 211

eBay, 80, 93, 276

economies of scale, as barrier to entry, 60, 64

Edison, Thomas, 341–342, 356, 361, 372

Edmondson, Amy C., 405–411

Eisenhower, Dwight, 5

electric utilities industry, 366–367

electronics industry

design in, 343

growth cycle in, 368, 380, 386

Japanese competition in, 430

market issues and, 384–385

maturity of, 434

research and development in, 383–384

EMC, 278

Emerson, Ralph Waldo, 26

emotional agility, 28

emotional intelligence, 21–41

empathy and, 22, 36–39

evaluating, 23–24

five components of, 22, 23

gender differences in, 210

leader’s need for, 21

motivation and, 22, 34–36

possibility of learning, 25–26, 41

self-awareness and, 22, 26–31

self-regulation and, 22, 31–34

social skill and, 22, 39–41

emotions

anger and, 47–49

identifying intensity of, 29

labeling of, 28, 29

listening with understanding and, 246–247

list of, 29

naming of, 28, 29, 402–403

understanding, 28–30

women’s expression of, 47–49

writing and processing, 29–30

empathy

definition and hallmarks of, 22

design thinkers with, 344

emotional intelligence and, 36–39

globalization and, 38

importance for leaders, 37–38

racial equity and, 219–221

retention of talent and, 38

enabling leaders (type), 324, 326, 327

Enam, Zayd, 267

Enlitic, 262

entrepreneurial leaders, 324

entry barriers, and competition, 60–63

environmental determinism, in red ocean strategy, 92–93

EP100 initiative, Climate Group, 335

Equal Justice Initiative, 220

equity, in the workplace. See gender equity; racial equity

ethics, and managing oneself, 8

evaluative tendency, and communication, 243, 244, 250

Evans, F. B., 229

EV100 initiative, 336–337

executives

change process and, 122, 124, 125, 126, 128, 129, 134–135

emotional intelligence and, 21

IQ and technical skills for, 21

See also CEOs; leaders

experience curve, as barrier to entry, 62–63

feedback, in learning emotional intelligence, 26

feedback analysis, 2, 3

feedback loops, 176

five forces framework, xi, 74

Floyd, George, 215–216, 220

Ford, Henry, 89, 95, 377–378

Ford Motor Company, 377–378

blue ocean creation by, 86, 88, 94, 94–96

global competition and, 417, 421, 423, 430, 435

Frenzen, Jonathan, 228–229

Freud, Sigmund, 210

fringe benefits, and motivation, 140–141

Fujitsu, 420, 430, 435

fundraising, 230–231

Gabarro, John J., 250–252

Galbraith, John Kenneth, 375

Garfield Innovation Center, Kaiser Permanente, 350

Garner, Randy, 234

GE, 60, 281, 283, 315, 434, 435–436

gender, and personality traits, 210

gender bias, and artificial intelligence, 269

gender equity

management’s lack of, 209

women’s experience of sexism and lack of, 197–208

generic strategies, 414

Ghosh, Shikhar, 303

global competition

competitive advantages in, 425

competitive collaboration in, 426, 430

competitive innovation in, 426–430

corporate challenges used in, 421–424

labor costs and, 424

managerial performance and, 436–438

multinationals’ competitor analysis of, 414–416

process of surrender in, 431, 432–433

remaking strategy for, 415–416

strategic analysis tools and, 434–435

strategic business units and, 435–437

strategy rules in, 431

workers’ commitment to goals in, 424–425

globalization, and empathy, 38

Glovsky, Richard D., 202–203

GM, 84, 85, 430

goals

achievement of, by successful people, 285–289

self-awareness of, 27

Godfrey, Joline, 205

Goldman, Jonathan (data scientist), 273–274, 281

Goleman, Daniel, 21–41

Google, 261, 266, 276, 278, 281, 336

Gore & Associates, 321–322, 324, 330

Gothelf, Jeff, 317–320

government policy, as barrier to entry, 61–63

Govindarajan, Vijay, 112–113

Grant, Heidi, 285–289

Greylock Partners, 275

grief, 399–403

stages of, 400–401, 402

techniques for dealing with, 401–403

grit, 287

grocery stores, 367–368

growth industries, 363–390

customer-oriented management of, 364–365

examples of decline of, 366–368

management failure in, 363–364

population myth and, 369–370

product development lags in, 379–381

research and development threats to, 383

self-deceiving growth cycle in, 368–369

growth mindset, 330–331

Hadoop, 275, 276, 279

hairstyles, and authenticity, 45–46, 53–54

Hamel, Gary, 75, 413–441

hard-disk-drive industry, 100–104, 106–108, 111, 112, 115–116

Hawken, Paul, 207

Hawthorne experiment, 143

Henderson, Bruce, 75

Heraud, Jorge, 309

Herzberg, Frederick, 137–157, 162

Hill, Linda A., 181–196

hiring process

combating racism in, 223, 224–225

data scientists and, 280–281

fairness in, 223–224

job requisitions in, 318

maintaining high quality and standards in, 224–225

organizational agility and, 318

pipeline problems in, 218

predicting job performance during, 225

recruitment issues and, 218–219

Whitening of résumés and, 217

White-sounding versus Black-sounding names in, 216

Hoffman, Reid, 274

Homkes, Rebecca, 74

Honda, 414, 416, 417, 418, 428, 435

human relations training, 141

hybrid workplaces, 405–411

managerial complexity in, 407

psychological safety and, 406–407, 408, 410

strategies for managers in, 407–411

hygiene factors, in motivation, 144–146, 147–148, 154–155, 156

Ibarra, Herminia, 52, 179

IBM, 84, 86, 88, 97, 98, 103, 106, 114–115, 280, 420, 421, 428–429, 435

ideation phase, in design thinking, 351, 352–353

IDEO, 343, 345, 351, 361

Ignatius, Adi, ix–xii, 346–349

ImageNet, 259, 261, 262

image recognition systems, 259–261

Imber, Amantha, 179

Immelt, Jeff, 112

implementation phase, in design thinking, 351, 352–353

income gap, and reverse innovation, 113

industrial engineering, and personnel management, 147

industry groups, and zero-carbon policies, 337

Infinite Analytics, 261

infrastructure gap, and reverse innovation, 113

ING bank, 329–330

inner work lives, 161–165

catalysts and nourishers in, 163, 168–170

importance of meaningful work for, 166–168

knowledge workers’ experience of, 161–162

managers’ actions affecting, 162–163, 165

managers’ support for, 168–171, 176

mood changes and, 163–165

motivation and, 164–165

progress and setbacks in, 163–164

small wins affecting, 165–166

innovation

competitive, 426–430

design thinking and, 349, 360–362

disruptive, xi, 112–113, 118

global competition response and, 419–420, 426–430

reverse, 112–113

types of leaders for, 321–330

inspiration phase, in design thinking, 351, 352–353

integrative thinking, in design thinkers, 344–345

Intel, 116–117

intelligence (IQ)

emotional (see emotional intelligence)

executive’s need for, 21, 24, 41

Intuit, 95, 281, 315

Isaacs, Kate, 321–330

Jackman, Jay M., 204–206

Japan

automakers in, 84, 85, 414, 418

global competition and, 414, 415, 416, 417

PepsiCo’s design of products for, 348

job dissatisfaction, factors affecting, 144–146

job enrichment, 149–157

description of, 148–149

horizontal job loading versus, 148–150

impact of changes from, 156–157

steps for, 154–156

vertical job loading principles and, 149

job participation, and motivation, 142–143

job requisitions, 318

Jobs, Steve, 167, 180, 211

job satisfaction, factors affecting, 144–146

Johnson, Lyndon, 5

Johnson Controls, 335

Jope, Alan, 337

Jordan, Michael I., 264

JPMorgan Chase, 265

Kaiser, Cheryl, 216

Kaiser Aluminum & Chemical Corporation, 365

Kaiser Permanente, 343–350

Kang, Sonia, 217

Kaplan, 282

Kaufmann, Mike, 220

Kennedy, John F., 5

Kessler, David, 399–401

Kim, W. Chan, xi, 79–96

Kindred, 265

KITA (kick in the pants) approach to motivation, 137–139

Klamka, Jake, 278–280

Klawe, Maria, 224, 225

Kodak, 64, 428–429, 435

Komatsu, 414, 416, 417–418, 422–423

Kotter, John P., 121–135

Kramer, Steven J., 159–176

Kübler-Ross, Elisabeth, 399, 402

labeling, of emotions, 28, 29

labor costs, and global competition, 424

Laliberté, Guy, 79

Land, Edwin, 111, 113

leaders

architecting (type), 324, 327–328, 329

becoming a leader (see new bosses)

change process and, 121–135

character traits needed for, 209, 211

competency models for identifying, 23–24

confidence versus competence in, 209–210

dealing with emotions by, 28

enabling (type), 324, 326, 327

entrepreneurial, 324

emotional intelligence and, 21–41

empathy of, 22, 36–39

growth mindset in, 330–331

incompetent men as, 209–212

IQ and technical skills for, 21

motivation of, 22, 34–36

self-awareness of, 22, 26–31

self-regulation of, 22, 31–34

social skill of, 22, 39–41

types of, in innovative companies, 321–330

women as authentic leaders, 55–56

leadership

authentic, 56

emotional intelligence and, 21, 25

empathy and, 37

motivation to achieve in, 36

need for, during change, 124

personality traits for, 209, 210–211

self-regulation in, 33

social skill and, 41

unbalanced gender ratio in, 209

women’s paths to, 212

leadership programs, for new leaders, 182

lean manufacturing, 310

lean start-ups, 303–316

agile development in, 307–309, 310

benefits of using, 311–313

business model canvas in, 305, 306, 310

business plans and, 304–305

customer development approach in, 305–307, 309, 310

development costs and financing and, 313

development of concept of, 309–310

established corporations and practices from, 314–315

principles of, 305–306

small businesses and, 313–314

teaching of, in business schools, 314

traditional approach versus, 312

learning

emotional intelligence, 25–26, 41

limbic system and, 25

machine. See machine learning (ML)

in performance, 6–8

learning style, and performance, 6–8

LeasePlan, 336–337

LeCun, Yann, 265

Levitt, Theodore, xi–xii, 77, 363–390

LinkedIn, 179, 273–275, 276, 278, 279

liking, and persuasion, 228–230

limbic system, and learning, 25

listener approach, and performance, 4–5

listening with understanding, 243, 244–248

Livingston, Robert, 47, 213–226

loss language, 239–240

Low Carbon Technology Partnerships (LCTPi), 335–336

Lumidatum, 261

machine learning (ML), 257–272

beginning to use, 266–268

building systems that use, 257–258

categories of, 263–266

current applications of, 259–262

definition, 257

mechanics of, 263–264

narrow applicability of systems using, 262–263

risks and limits in using, 268–270

supervised learning systems and, 263–265, 267

vision systems using, 259–261

See also artificial intelligence (AI)

MacMillan, Ian, 75

Made In Space, 393–394

management

growth industries and failure of, 363–364

organizational agility and, 317

time, 291–302

unbalanced gender ratio in, 209

women’s experience of sexism and, 197–208

managers

appointment schedule rules for, 300–302

awareness of workplace discrimination by, 216, 218

becoming a manager (see new bosses)

claiming expertise by, 237–238

consistency in employee interactions and, 233–235, 236

Daily Progress Checklist for, 174–175

data scientists and, 275–276

diversity initiatives and, 214

feedback loop used by, 176

global competition and, 436–438

hiring for racial equity and, 225

incompetent men’s promotion to, 209–212

inner work life effect and, 162–163

in innovative companies, 325–327

lack of women’s promotion to, 209, 210, 211

meaningful work and messages from, 167–169

misconceptions and myths about, 184–185, 211

motivation tools of, 160, 162

praise used by, and persuasion, 229–230

reciprocity and, 231–232

scarcity and loss language used by, 239–240

supporting employee progress, 168–176

transferring problems to subordinates and, 299–300

working from home and, 405, 406, 407–411

managing oneself, 1–19

achieving goals, 286, 287

determining what to contribute and make a difference and, 11–15

evaluating performance in, 4–8

feedback analysis and, 2, 3

goal setting and, 285, 286

knowing strengths in, 1–4

knowing where you belong and, 11

planning for the second half of your life and, 15–18

remedying bad habits and, 3, 288–289

taking responsibility for relationships and, 13–15

understanding values in, 8–10

marketing

electronics industry and, 384–385

Ford’s approach to, in auto industry, 377–378

petroleum industry and, 385–386

production pressures on, 375–376

market space creation, and strategic move approach, 88–89

Marshall, George, 7

Marineau, Philip A., 203–204

Massport, 221–222

Mauborgne, Renée, xi, 79–96

McAfee, Andrew, 257–272

McCarthy, John, 258

McClelland, David, 24

McGrath, Rita, 75

McGuire, William, 237

meaningful work

catalysts and nourishers and, 169–170

importance of, for inner work lives, 166–168

managers’ actions negating value of, 167, 168–169

managers’ support for, 167–168, 176

motivation and, 166, 169

progress principle and, 160, 167

mentoring

empathy and, 38

new bosses and, 195–196

#MeToo movement, 198

Microsoft, 94, 266, 276, 330

Minsky, Marvin, 259

mirror test, and values, 8

Mitchell, Tom, 264

ML. See machine learning (ML)

mood changes, and progress, 163–165

Mortensen, Mark, 405–411

motivation, 137–157

commitment to organization and, 36

data scientists and, 282

definition and hallmarks of, 22

drive for achievement and, 34

emotional intelligence and, 34–36

identifying, 34–35

inner work lives and, 161, 164–165

job enrichment and, 149–157

KITA (kick in the pants) approach to, 137–139

making progress and, 160, 164–165

managerial tools for, 162

myths about personnel practices for, 139–143

organizational agility and, 318–319

personnel management philosophies on, 146–148

recognition and, 145, 149, 160, 162

sense of achievement and, 144, 145, 149, 150–151, 162

movie industry, management failure in, 364, 365

movie theater industry, 86, 87

Mullainathan, Sendhil, 216

Nadella, Satya, 330, 331

NASA, 392, 393–396

National Association of Black Scuba Divers, 218

National Memorial for Peace and Justice, Montgomery, Alabama, 220

National Science Foundation, 314

NEC, 417, 435

Netflix, 281

networks, and careers, 178, 179, 180

Net Zero Carbon Buildings Commitment, 335

net zero emissions goal, 333–334, 335, 337, 338–339

neural networks, and machine learning, 261, 264, 269

new bosses, 181–196

amount of authority of, 185–187

building key relationships by, 186–187, 190

character demonstrated by, 189

competence demonstrated by, 189–190

control of direct reports by, 190–191

creating conditions for success of, 193

demonstrating influence, 189–190

difficulties of transition in, 181–182

forging individual relationships by, 191–192

learning to manage and, 183–184

mentoring relationships with bosses, 195–196

misconceptions about role of, 184–185, 211

recommending and initiating change by, 193–194

reluctance to seek help by, 194–196

skills needed by, 183

source of authority of, 188–190

star performers as, 184, 186

as transformational experience, 181

Ng, Andrew, 264

Nickelodeon, 86, 87

Nickisch, Curt, 321–330

nimble leadership, 321–323

Nooyi, Indra K., 346–349

North American Industry Classification System (NAICS), 81–82

Norton, Michael, 215

oil industry. See petroleum industry

Oncken, William, Jr., 291–302

Opie, Tina, 43–56

organizational culture

Asian American stereotypes in, 50–51

expectations about women’s physical appearance and, 43–44

in innovative companies, 322

institutionalizing change in, 134–135

women’s authenticity and notions of professionalism in, 49–50, 52–53, 54–55

women’s experience of sexism in, 197–208

organizational theory of personnel management, 147

Osterwalder, Alexander, 310

Ovans, Andrea, 74–75

PARC, 321–322, 330

Paris Agreement, 334–335, 337, 338

Patil, D.J., 273–283

Patton, George, 7

PayPal, 261, 284

Pennebaker, James, 29

PepsiCo, 167, 346–349

PepsiCola brand, 72–73

performance

change process and improvements in, 134

disruptive technologies and, 99–100, 101, 103–105, 109–111, 113, 114

evaluating one’s own, 4–8

feedback analysis on, 2

inner work life and, 161–163

learning style and, 6–8

reader versus listener and, 4–5

performance trajectories, 101

personality traits

communication style and, 47, 49

design thinkers and, 344–345

individual performance and, 4

leadership and, 209, 210–211

perception of gender differences in, 210

personnel management

general philosophies of, 146–148

myths about motivation and, 139–143

persuasion, 227–242

applying principles of, 240–241

authority and, 236–239

consistency and, 233–236

ethics and manipulation in, 241–242

fundamental principles of, 228

liking and, 228–230

reciprocity and, 230–232

scarcity and, 239–240

social proof and, 232–233

petroleum industry, 369–375

decline by, 372–374

fuel substitutes and, 382

indispensability of, 371–372

marketing in, 385–386

outside improvements as threats to, 370, 380

population myth and, 369–370

product development lags in, 379–381

uncertain future for, 374–375

Phillips, Katherine, 53

physical appearance, of women in workplace

African American hairstyles and, 45–46, 53–54

clothing and makeup choices and, 43–44

job interview impressions and, 45–46

organizational cultural notions of professionalism and, 49–50, 52–53, 54–55

Picasso, Pablo, 270

Pigneur, Yves, 310

Pink, Daniel, 359

Polanyi’s Paradox, 263, 269

Polaroid, 64, 113

Porcini, Mauro, 346, 347

Porter, Michael E., xi, 57–78

Prahalad, C.K., 75, 413–441

praise, manager’s use of, 229–230

Pratt, Gil, 271

PRESS model for racial equity, 214, 215–225

empathy in, 219–221

problem awareness in, 215–217

root-cause analysis in, 217–219

sacrifice in, 222–225

strategies in, 221–222

price competition, 74

problem awareness, and racial equity, 215–217

product development

agility in, 317

growth industries and lags in, 379–381

in innovative companies, 324–325

lean start-ups and, 307–309

product differentiation

as barrier to entry, 60, 64

pursuit of low cost and, 90–92

profitability

growth rate changes in mature industries and, 70–71

long-range strategic planning and, 76–77

substitute products or services and, 69

suppliers and buyers affecting, 65

progress principle

Daily Progress Checklist and, 174–175

definition of, 160

feedback loop in, 176

importance of meaningful work for, 166–168

managers’ support for, 168–171, 176

mood changes and, 163–165

prototypes, in design thinking, 345–349

psychological counseling, and motivation, 143

psychological safety, and hybrid workplaces, 406–407, 408, 410

Quantum Corporation, 107, 108

“race neutral” policies, 216

racial equity, 213–226

empathy and, 219–221

PRESS model for, 214, 215–225

problem awareness in, 215–217

root-cause analysis in, 217–219

sacrifice and, 222–225

strategies for, 221–222

racism

combatting, in hiring, 223, 224–225

empathy in response to, 220–221

root-cause analysis of, 217–219

sharing experiences of racism with White people, 220

statistics, 215–216

strategies for reducing, 221–222

Whitening of résumés and, 217

White people’s awareness of, 215–216

White-sounding versus Black-sounding names in application process and, 216

See also discrimination

railroad industry, 363, 365, 375, 388–389

reader approach, and performance, 4–5

Reardon, Kathleen, 197–208

reciprocity, and persuasion, 230–232

recognition, in motivation, 145, 149, 160, 162

reconstructionist view, in blue ocean strategy, 93

Redden, Lee, 309

red oceans

corporate strategy and creation of, 82–83

definition of, 80

red ocean strategy

blue ocean strategy versus, 90

structuralist view in, 92–93

reinforcement learning, 265–266

relationships, taking responsibility for, 13–15

renewable energy, 336–337

RE100 initiative, 336

resource-allocation processes, and disruptive technologies, 105–108, 114

reverse innovation, 112–113

Reynolds Metals Company, 365

Ries, Eric, 309–310

Rockefeller, John D., 370

Roethlisberger, F. J., 248–256

Rogers, Carl R., 243–248

Roominate, 313

root-cause analysis, and racial equity, 217–219

sacrifice, and racial equity, 222–225

Sanbot, 262

Sarang, Mehak, 391–398

scale economies, as barrier to entry, 60, 64

scarcity, and persuasion, 239–240

Sculley, John, 167, 438

Seagate Technology, 106–108, 111, 115

Sehgal, Kabir, 177–180

self-awareness

definition and hallmarks of, 22

emotional intelligence and, 26–31

recognizing, 27, 30–31

self-regulation

definition and hallmarks of, 22

emotional intelligence and, 31–34

identifying, 33–34

for leaders, 32

organizational importance of, 32–33

senior management

change process and, 124, 125, 128, 131

sense of achievement, in motivation, 144, 145, 149, 150–151, 162

sense of urgency, in change, 122–125

sensitivity training, 141–142

sexism, women’s communicating experience of, 197–208

Shelby Rosette, Ashleigh, 47

Shimano bike project, 351–356

Simon, Herbert, 259

skill development, subsidizing, 178

small businesses, and lean start-ups, 313–314

social entrepreneurs, and second careers, 17

social proof, and persuasion, 232–233

social skill

definition and hallmarks of, 22

emotional intelligence and, 39–41

example of, 40

for leaders, 41

recognizing, 39–40

soft drink industry, 65, 72–73, 74

software development, and agility, 317, 319–320

solar energy industry, 76, 367, 380

Sommers, Sam, 215

Sony, 434, 435

Southwest, 75, 93, 94

space-for-earth economy, 391–392, 394–395

space-for-space economy, 392, 393, 397

space industries. See commercial space industry

space program, and global competition, 417

SpaceX, 392, 393, 394

Standard Industrial Classification (SIC) system, 81–82

Steinem, Gloria, 206–208

strategic business units (SBUs), 435–437

strategic fit, 413–414, 415

strategic intent, 415–441

competitive advantages and, 425

competitive innovation in, 426–430

competitive revitalization using, 430–441

corporate challenges used in, 421–424

definition of, 415–416

employee commitment to goals in, 424–425

organizational stretch in, 420

stability over time of, 417–418

strategic planning versus, 418–419

strategic moves

characteristics of, 89

market space creation and, 88–89

as unit of strategic analysis, 88

strategic planning, 418–419

strategy

competitive advantage and, 83, 413–414

creation of blue oceans and (see blue ocean strategy)

emissions reductions in, 333–334

evolving definition of, 74–75

global competition and rules in, 431

in innovative companies, 323–324

military strategy, roots in, 83

red ocean–blue ocean imbalance in, 82–83

remaking for global competition, 415–416

units of analysis in, 88

strategy formulation, 71–77

choosing suppliers and buyers in, 67–68

competitive forces and, 57–59, 77

exploiting industry change in, 73, 76–77

finding best competitive position in, 58

identifying strengths and weaknesses in, 71

positioning the company and, 72–73

taking the offensive in, 73, 76–77

threat of substitute products or services and, 69

strategy hierarchy, 414

strengths, identifying one’s own, 1–4

structuralist view, in red ocean strategy, 92–93

subordinate approach, and performance, 7

substitute products or services, threat of, 69

successful people, goal achievement by, 285–289

succession, and change process, 134–135

Sull, Charles, 74

Sull, Don, 74

Sun-tzu, 416

supervised learning systems, 263–265, 267

suppliers

choosing, 67–68

power of, 65–66

sustainability gap, and reverse innovation, 113

Task Force on Climate-related Financial Disclosure (TCFD), 338

Taylor, Frederick Winslow, ix–x

teams

innovative companies and, 324–325

organizational agility and, 319

technical skills, executive’s need for, 21, 24, 41

technological change

characteristics of, 99–100

customers and company responses to, 98–99

performance trajectories and, 101

See also disruptive technologies

TED Conference, 270

threat of entry, and competition, 60–64

Thrun, Sebastian, 267

Topping, Nigel, 331–340

Torres, Nicole, 43–56

Toshiba, 427, 428, 433, 435

Toyota, 310, 430

transformation process. See change process

Trimble, Chris, 112–113

trust, and communication, 251–252

Tupperware parties, purchase decisions at, 228–229

understanding, listening with, 243, 244–248

Unilever, 337

U.S. Department of Energy, 333

values

identifying one’s own, 8–10

self-awareness of, 27

Varian, Hal, 282

vision systems, and AI, 259–261

voice recognition systems, 259, 261

Volkswagen, 337

wages, and motivation, 140

Wal-Mart, 93, 97, 283

Walster, Elaine Hatfield, 229

Wass, Donald L., 291–302

waterfall development, 309–310

Watson, James, 159–160

Weinzierl, Matt, 391–398

We Mean Business Take Action campaign, 333–334

“What Is Strategy?” (Porter), 74–75

Wilke, Jeff, 264–265

willpower, 288

W. L. Gore & Associates, 321–322, 324, 330

women

anger expression by, 47–49

Asian American stereotypes of, 50–51

authenticity in workplace and, 43–56

as authentic leaders, 55–56

clothing and, 44–45, 55, 56

communicating experience of sexism within company by, 197–208

communication styles of, 46–47, 49–51, 52–53

hairstyles and authenticity for, 45–46, 53–54

job interview impressions of, 45–46

lack of promotion to manager, 209, 210, 211

organizational cultural notions of professionalism and, 49–50, 52–53, 54–55

PepsiCo’s design of products for, 347–348

physical appearance and, 43–44, 53–55, 56

WorkFusion, 267

work hours, and motivation, 140

working from home (WFH), 405, 406, 407, 409

World Business Council for Sustainable Development, 335

Xerox, 60, 97, 98, 321, 414, 416, 417, 420, 421, 428–429

XPRIZE Foundation, 270

Yahoo, 276

Yamaha, 433, 434

Zedeck, Sheldon, 225

zero-carbon future, 331–340

business strategies for, 333–334

commitment to renewable energy resources in, 336–337

communicating commitment to, 339

corporate governance and, 337–338

corporate support for legislative policies in, 338–339

industry group participation in, 337

initiatives with corporate support for, 335–336

net-zero emission goals in, 333–334, 335, 337, 338–339

Paris Agreement, 334–335, 337, 338

zero-carbon standards in, 333, 335

Zynga, 281