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Steady, predictable growth is what every big company strives for, and what investors prize above all else. McGrath set out to discover how many companies actually deliver. To meet her initial criteria, a company had to have a market capitalization of at least US$1 billion and to have grown by 5% each year over a five-year period. Only 8% of the companies in her sample of 4,793 qualified. When the five-year period was doubled, only 10 companies qualified--and of those, only five had grown both revenues and net income every year. The success of these "growth outliers" can't be explained by industry, company age or ownership structure, global location or economy (emerging versus developed). They do, however, share a lot of practices. For example, they diversify their portfolios with early, small bets, manage major resource allocations centrally, focus attention on culture and shared values, and hold on to their talent. Their practices add up to an intriguing, counterintuitive profile: Although they are nimble and adaptive, their leadership, strategy, and values are extraordinarily stable. The author concludes that this seeming paradox is a feature, not a bug: Stability is what enables these companies to innovate and to maintain steady growth.

An increasing number of social entrepreneurs and investors are realizing that social enterprises of all sorts, including many organizations regarded as charitable nonprofits, can generate returns acceptable to the financial markets. The key is to view the funding of social enterprises as a problem of financial structuring. If they treat charitable donations as a form of capital that seeks social, not financial, returns, organizations can then tap traditional sources of funding: venture capital firms, banks, mutual funds, bonds, and so on. And with access to these sources, they can make use of all the tools for transferring risk and return, allowing them to free up capital and grow. For this to succeed, the social enterprise sector will need to create greater precision and transparency around measuring and reporting social outcomes, and policy makers must build the necessary market infrastructure and legal frameworks. With these efforts, social enterprises could have a larger universe of investors than conventional businesses do. This would be a significant step toward a greener, healthier, and more equitable world.

Too many retail managers believe that they must offer bad jobs to keep prices low. As a result, almost one-fifth of American workers suffer low wages, poor benefits, constantly changing schedules, and few opportunities for advancement. The author's research reveals, however, that the presumed trade-off between investment in employees and low prices is false. To meet short-term performance targets, many retailers cut labor. The unmotivated and poorly trained employees who remain often cannot keep up with their tasks in a complex operating environment. The result is a vicious cycle, in which lower sales and profits tempt managers to cut even more employees. Retailers such as QuikTrip, Mercadona, Trader Joe's, and Costco instead create a virtuous cycle of investment in employees, stellar operational execution, higher sales and profits, and larger labor budgets. They also make work more efficient and fulfilling for employees, improve customer service, and boost sales and profits through four practices: simplify operations by offering fewer products and promotions, train employees to perform multiple tasks, eliminate waste in everything but staffing, and let employees make some decisions.

Trying to operate two business models at once often causes strategic failure. Yet LAN Airlines, a Chilean carrier, runs three models successfully. Casadesus-Masanell, of Harvard Business School, and Tarzijan, of the Pontificia Universidad Catolica de Chile, explore how LAN has integrated a full-service international passenger model with a premium air-cargo business model while separately operating a no-frills passenger model for domestic flights. LAN's multimodel success comes from recognizing the complementarity of its two high-end services and the distinct, or substitute, nature of its no-frills offering. LAN came to that insight by analyzing the major assets that the models share and the compatibility of the models' operational resources and capabilities. It recognized that the more the models have in common, the more likely they are to generate greater value together than apart; the less they share, the more likely they are to be best executed separately. Nevertheless, managing multiple models is a tall order. LAN has had to face greater complexity, broaden its organizational skills, increase the flexibility of its workforce, and make other investments. But by mastering three models, the company has built formidable advantages that are difficult for competitors to overcome. Its example has shown how, properly applied, the implementation of multiple business models is not a risk but rather a new tool for strategists.

Over the past decade companies have become more global and employee groups more diverse than ever before. Organizations are less hierarchical and more collaborative. And today's offices are full of once unimaginable technological distractions. We asked experts in cross-cultural communication, information networks, and the science of attention what skills executives should cultivate to tackle these new challenges. Molinsky thinks that managers must overcome psychological barriers in order to act in ways that other cultures find appropriate. Davenport and Iyer explain why the devolution of hierarchy has increased the value of building and wielding influence through digital networks, and offer tips for how to do it. And Davidson tells managers to get over their fears about distraction and embrace the brain's natural tendency to divide attention.

A major U.S. rent-to-own company continues to grow in the recession, opening its 1000th store. The CEO, the son of the chain's founder, is wondering whether it's time to take the company global and tap into underserved foreign markets. The company's international track record has been mixed: It successfully expanded into Canada a few years back, but was forced to close a store in Puerto Rico after only a year. The more risk-averse CFO advises against overseas expansion, citing the bad experience in Puerto Rico and the untapped potential in the U.S. market. But the CEO is concerned about the increasingly tight regulatory environment. The entire rent-to-own industry is coming under attack by consumer advocates and politicians in the wake of the recession. The CEO turns to his father for advice: Should the company take a risk and open stores in Mexico or focus on expanding their domestic presence? The author of this case is Michael Chu, a senior lecturer at the Harvard Business School and a Managing Director of the IGNIA Fund, an impact investing venture capital firm based in Monterrey, Mexico. This fictional case study features commentary by experts Carlos Danel and Robert C. Loudermilk Jr.

Kareem Abdul-Jabbar, one of the most celebrated centers in basketball history, has evolved into a successful writer, historian, and filmmaker.

A major U.S. rent-to-own company continues to grow in the recession, opening its 1000th store. The CEO, the son of the chain's founder, is wondering whether it's time to take the company global and tap into underserved foreign markets. The company's international track record has been mixed: It successfully expanded into Canada a few years back, but was forced to close a store in Puerto Rico after only a year. The more risk-averse CFO advises against overseas expansion, citing the bad experience in Puerto Rico and the untapped potential in the U.S. market. But the CEO is concerned about the increasingly tight regulatory environment. The entire rent-to-own industry is coming under attack by consumer advocates and politicians in the wake of the recession. The CEO turns to his father for advice: Should the company take a risk and open stores in Mexico or focus on expanding their domestic presence? The author of this case is Michael Chu, a senior lecturer at the Harvard Business School and a Managing Director of the IGNIA Fund, an impact investing venture capital firm based in Monterrey, Mexico.

A major U.S. rent-to-own company continues to grow in the recession, opening its 1000th store. The CEO, the son of the chain's founder, is wondering whether it's time to take the company global and tap into underserved foreign markets. The company's international track record has been mixed: It successfully expanded into Canada a few years back, but was forced to close a store in Puerto Rico after only a year. The more risk-averse CFO advises against overseas expansion, citing the bad experience in Puerto Rico and the untapped potential in the U.S. market. But the CEO is concerned about the increasingly tight regulatory environment. The entire rent-to-own industry is coming under attack by consumer advocates and politicians in the wake of the recession. The CEO turns to his father for advice: Should the company take a risk and open stores in Mexico or focus on expanding their domestic presence? The author of this case is Michael Chu, a senior lecturer at the Harvard Business School and a Managing Director of the IGNIA Fund, an impact investing venture capital firm based in Monterrey, Mexico. This fictional case study features commentary by experts Carlos Danel and Robert C. Loudermilk Jr.

In late 2009 Toyota became the subject of media and U.S. government scrutiny after multiple deaths and injuries were attributed to accidents resulting from the unintended and uncontrolled acceleration of its cars. Despite Toyota's voluntary recall of 4.2 million vehicles for floor mats that could jam the accelerator pedal and a later recall to increase the space between the gas pedal and the floor, the company insisted there was no underlying defect and defended itself against media reports and regulatory statements that said otherwise. As the crisis escalated, Toyota was further criticized for its unwillingness to share information from its data recorders about possible problems with electronic throttle controls and sticky accelerator pedals, as well as about braking problems with the Prius. By the time Toyota Motor Company president Akio Toyoda apologized in his testimony to the U.S. Congress, Toyota's stock price had declined, in just over a month, by 20 percent-a $35 billion loss of market value.

Two-party, multi-issue negotiation between lawyers for a divorcing couple over the terms of the divorce, including alimony, child support, and income tax issues. Bill and Ellen Ellsworth are in the midst of a heated divorce. Mrs. Ellsworth instituted a divorce on the grounds of physical and mental cruelty. Her attorney will meet with Mr. Ellsworth's attorney to try to settle out-of-court. The issues with which both sides are primarily concerned are those of alimony, child support, medical insurance, ownership of family residence, custody of the children and visitation rights, division of securities and savings, and legal costs. Both parties want a divorce. This case can be set up as a one-on-one or a two-on-two team negotiation. It is sufficiently complex to make teams worthwhile. Usually used toward the end of a negotiation training course, this case requires extensive preparation and involves a moderate amount of income tax law.

Two-party, multi-issue negotiation between lawyers for a divorcing couple over the terms of the divorce, including alimony, child support, and income tax issues. Bill and Ellen Ellsworth are in the midst of a heated divorce. Mrs. Ellsworth instituted a divorce on the grounds of physical and mental cruelty. Her attorney will meet with Mr. Ellsworth's attorney to try to settle out-of-court. The issues with which both sides are primarily concerned are those of alimony, child support, medical insurance, ownership of family residence, custody of the children and visitation rights, division of securities and savings, and legal costs. Both parties want a divorce. This case can be set up as a one-on-one or a two-on-two team negotiation. It is sufficiently complex to make teams worthwhile. Usually used toward the end of a negotiation training course, this case requires extensive preparation and involves a moderate amount of income tax law.

Two-party, multi-issue negotiation between lawyers for a divorcing couple over the terms of the divorce, including alimony, child support, and income tax issues. Bill and Ellen Ellsworth are in the midst of a heated divorce. Mrs. Ellsworth instituted a divorce on the grounds of physical and mental cruelty. Her attorney will meet with Mr. Ellsworth's attorney to try to settle out-of-court. The issues with which both sides are primarily concerned are those of alimony, child support, medical insurance, ownership of family residence, custody of the children and visitation rights, division of securities and savings, and legal costs. Both parties want a divorce. This case can be set up as a one-on-one or a two-on-two team negotiation. It is sufficiently complex to make teams worthwhile. Usually used toward the end of a negotiation training course, this case requires extensive preparation and involves a moderate amount of income tax law.

Two-party, multi-issue negotiation between lawyers for a divorcing couple over the terms of the divorce, including alimony, child support, and income tax issues. Bill and Ellen Ellsworth are in the midst of a heated divorce. Mrs. Ellsworth instituted a divorce on the grounds of physical and mental cruelty. Her attorney will meet with Mr. Ellsworth's attorney to try to settle out-of-court. The issues with which both sides are primarily concerned are those of alimony, child support, medical insurance, ownership of family residence, custody of the children and visitation rights, division of securities and savings, and legal costs. Both parties want a divorce. This case can be set up as a one-on-one or a two-on-two team negotiation. It is sufficiently complex to make teams worthwhile. Usually used toward the end of a negotiation training course, this case requires extensive preparation and involves a moderate amount of income tax law.

Two-party, multi-issue negotiation between lawyers for a divorcing couple over the terms of the divorce, including alimony, child support, and income tax issues. Bill and Ellen Ellsworth are in the midst of a heated divorce. Mrs. Ellsworth instituted a divorce on the grounds of physical and mental cruelty. Her attorney will meet with Mr. Ellsworth's attorney to try to settle out-of-court. The issues with which both sides are primarily concerned are those of alimony, child support, medical insurance, ownership of family residence, custody of the children and visitation rights, division of securities and savings, and legal costs. Both parties want a divorce. This case can be set up as a one-on-one or a two-on-two team negotiation. It is sufficiently complex to make teams worthwhile. Usually used toward the end of a negotiation training course, this case requires extensive preparation and involves a moderate amount of income tax law.

Two-party, multi-issue negotiation between lawyers for a divorcing couple over the terms of the divorce, including alimony, child support, and income tax issues. Bill and Ellen Ellsworth are in the midst of a heated divorce. Mrs. Ellsworth instituted a divorce on the grounds of physical and mental cruelty. Her attorney will meet with Mr. Ellsworth's attorney to try to settle out-of-court. The issues with which both sides are primarily concerned are those of alimony, child support, medical insurance, ownership of family residence, custody of the children and visitation rights, division of securities and savings, and legal costs. Both parties want a divorce. This case can be set up as a one-on-one or a two-on-two team negotiation. It is sufficiently complex to make teams worthwhile. Usually used toward the end of a negotiation training course, this case requires extensive preparation and involves a moderate amount of income tax law.

Two-party, multi-issue negotiation between lawyers for a divorcing couple over the terms of the divorce, including alimony, child support, and income tax issues. Bill and Ellen Ellsworth are in the midst of a heated divorce. Mrs. Ellsworth instituted a divorce on the grounds of physical and mental cruelty. Her attorney will meet with Mr. Ellsworth's attorney to try to settle out-of-court. The issues with which both sides are primarily concerned are those of alimony, child support, medical insurance, ownership of family residence, custody of the children and visitation rights, division of securities and savings, and legal costs. Both parties want a divorce. This case can be set up as a one-on-one or a two-on-two team negotiation. It is sufficiently complex to make teams worthwhile. Usually used toward the end of a negotiation training course, this case requires extensive preparation and involves a moderate amount of income tax law.

Two-party, multi-issue negotiation between lawyers for a divorcing couple over the terms of the divorce, including alimony, child support, and income tax issues. Bill and Ellen Ellsworth are in the midst of a heated divorce. Mrs. Ellsworth instituted a divorce on the grounds of physical and mental cruelty. Her attorney will meet with Mr. Ellsworth's attorney to try to settle out-of-court. The issues with which both sides are primarily concerned are those of alimony, child support, medical insurance, ownership of family residence, custody of the children and visitation rights, division of securities and savings, and legal costs. Both parties want a divorce. This case can be set up as a one-on-one or a two-on-two team negotiation. It is sufficiently complex to make teams worthwhile. Usually used toward the end of a negotiation training course, this case requires extensive preparation and involves a moderate amount of income tax law.

Two-party, multi-issue negotiation between lawyers for a divorcing couple over the terms of the divorce, including alimony, child support, and income tax issues. Bill and Ellen Ellsworth are in the midst of a heated divorce. Mrs. Ellsworth instituted a divorce on the grounds of physical and mental cruelty. Her attorney will meet with Mr. Ellsworth's attorney to try to settle out-of-court. The issues with which both sides are primarily concerned are those of alimony, child support, medical insurance, ownership of family residence, custody of the children and visitation rights, division of securities and savings, and legal costs. Both parties want a divorce. This case can be set up as a one-on-one or a two-on-two team negotiation. It is sufficiently complex to make teams worthwhile. Usually used toward the end of a negotiation training course, this case requires extensive preparation and involves a moderate amount of income tax law.

Two-party, multi-issue negotiation between lawyers for a divorcing couple over the terms of the divorce, including alimony, child support, and income tax issues. Bill and Ellen Ellsworth are in the midst of a heated divorce. Mrs. Ellsworth instituted a divorce on the grounds of physical and mental cruelty. Her attorney will meet with Mr. Ellsworth's attorney to try to settle out-of-court. The issues with which both sides are primarily concerned are those of alimony, child support, medical insurance, ownership of family residence, custody of the children and visitation rights, division of securities and savings, and legal costs. Both parties want a divorce. This case can be set up as a one-on-one or a two-on-two team negotiation. It is sufficiently complex to make teams worthwhile. Usually used toward the end of a negotiation training course, this case requires extensive preparation and involves a moderate amount of income tax law.