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What distinguishes a company that has deeply engaged and committed employees from another one that doesn't? It's not a certain compensation scheme or talent-management practice. Instead, it's the ability to express to current and potential employees what makes the organization unique. Companies with highly engaged employees articulate their values and attributes through "signature experiences"--visible, distinctive elements of the work environment that send powerful messages about the organization's aspirations and about the skills, stamina, and commitment employees will need in order to succeed there. Whole Foods Market, for example, uses a team-based hiring and orientation process to convey to new employees the company's emphasis on collaboration and decentralization. At JetBlue, the reservation system is run by agents from their homes, a signature experience that boosts employees' satisfaction and productivity. Companies that successfully create and communicate signature experiences understand that not all workers want the same things. Indeed, employee preferences are an important but often overlooked factor in the war for talent. Firms that have engendered productive and engaged workforces address those preferences by following some general principles: They target potential employees as methodically as they target potential customers; they shape their signature experiences to address business needs; they identify and preserve their histories; they share stories--not just slogans--about life in the firm; they create processes consistent with their signature experiences; and they understand that they shouldn't try to be all things to all people. The best strategy for coming out ahead in the war for talent is not to scoop up everyone in sight but to attract the right people--those who are intrigued and excited by the environment the company offers and who will reward it with their loyalty.

Though most traditional HR performance metrics don't predict organizational performance, alternatives simply have not existed--until now. During the past 10 years, researchers Laurie Bassi and Daniel McMurrer have worked to develop a system that allows executives to assess human capital management (HCM) and to use those metrics both to predict organizational performance and to guide organizations' investments in people. The new framework is based on a core set of HCM drivers that fall into five major categories: leadership practices, employee engagement, knowledge accessibility, workforce optimization, and organizational learning capacity. By employing rigorously designed surveys to score a company on the range of HCM practices across the five categories, it's possible to benchmark organizational HCM capabilities, identify HCM strengths and weaknesses, and link improvements or backsliding in specific HCM practices with improvements or shortcomings in organizational performance. The process requires determining a "maturity" score for each practice, based on a scale of 1 (low) to 5 (high). Over time, evolving maturity scores from multiple surveys can reveal progress in each of the HCM practices and help a company decide where to focus improvement efforts that will have a direct impact on performance. The authors draw from their work with American Standard, South Carolina's Beaufort County School District, and a bevy of financial firms to show how improving HCM scores led to increased sales, safety, academic test scores, and stock returns. Bassi and McMurrer urge HR departments to move beyond the usual metrics and begin using HCM measurement tools to gauge how well people are managed and developed throughout the organization. In this new role, according to the authors, HR can take on strategic responsibility and ensure that superior human capital management becomes central to the organization's culture.

A ruptured disk pressed against Glenn Mangurian's spinal cord several years ago, leaving the lower half of his body permanently paralyzed. One minute, Mangurian was healthy and secure in his career as a management consultant; the next, his life was transformed and filled with uncertainty. The injury has taught him volumes about resilience and leadership. In this first-person account, he explains how people can create a new future after a crisis hits--and how, even if they're simply tackling everyday challenges, they can prepare themselves for the worst. Mangurian identifies resilience as one of the key qualities desired in business leaders today, but he says that many people confuse it with toughness. Toughness certainly can be an advantage in business, because it enables you to separate emotion from the negative consequences of difficult choices. But it can also be a disadvantage, because it can cut you off from many of the resources you'll need to bounce back after a crisis. Resilience, by contrast, is mostly about absorbing challenges--not deflecting them--and rebounding stronger than before. The author has learned a number of lessons about leadership in the face of adversity. For instance, although crisis distorts reality by reinforcing your fears, it also puts an emphasis on what matters right now; it highlights what's important to you and what you're capable of. Another major lesson is that loss amplifies the value of what remains, pushing you to take stock of what you have and to celebrate your assets. Perhaps most important, you can't know what will happen tomorrow--and it's better that way, because it's far more rewarding to engage with the present than just to prevent bad things from happening.

Amid efforts to engineer a turnaround at South African Airways (SAA), the CEO confronts an impending strike at the struggling company. How should the company address questions of distributive and procedural justice in post-Apartheid South Africa, and how should the CEO recover from a crucial misstep at the start of the strike? Chronicles the challenges and missteps of previous CEOs and the turnaround plan put in place by Ngqula to help curtail waste and abuse and capitalize on the growing international market.

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Urban Video Game Academy was founded to enhance the academic and career prospects of urban youth. How will its founder grow it into a sustainable business? Provides an opportunity to discuss the challenges of social entrepreneurship and how to create a sustainable business model for a social venture.

Founded in 1970, the Agency for Volunteer Service (AVS) was a non-governmental organization in Hong Kong with the mission of facilitating volunteerism and managing education, health, and welfare services. For more than two decades, it played an active role in the Hong Kong social service sector. However, in the years 1998 to 2001, several factors prompted AVS to undergo organizational transformation: a temporary crisis in management, a change in the source of government funding signalling a shift in the organization's mission, and the United Nations' designation of 2001 as the International Year of Volunteers. These changes compelled AVS to carry out a strategic review in 2001 and undergo radical organizational transformation. How should it implement strategic change to incorporate this new vision? Introduces students to the concept of radical organizational transformation and familiarizes students with managerial competencies common to successful transformations.

Eugene Isenberg, CEO of Nabors Industries, was listed in a 2006 Wall Street Journal article as one of the highest paid executives in the U.S. over the previous 14 years. He received this compensation as a result of a unique bonus arrangement and large stock option grants with several favorable features. At the same time, the strategy that he implemented for Nabors led to a remarkable financial turnaround as the company emerged from bankruptcy and expanded to become a global leader in the oilfield services industry. Readers are asked to evaluate the structure of Isenberg's compensation agreement in light of the company's industry, strategy, and financial position. Particular consideration is paid to the total compensation, mix of compensation, performance measures, and other compensation terms.

Marco Suter, Executive Vice-Chairman, UBS Board of Directors, carefully studied the chart on his desk. It showed the public commitment of major financial institutions to help mitigate global warming. Evidently, UBS lagged behind its competitors. The graph was part of a report that environmental specialists and senior executives at UBS had compiled. It suggested the company adopt a more progressive policy on climate change. Suter thought about the options that the working group had generated. These ranged from stabilizing the company's current carbon emissions to complete carbon neutrality. The UBS Corporate Responsibility Committee would meet early next week. Suter wondered which option he should support.

Describes the approach to creative collaboration and leadership adopted by Paul Robertson as leader of one of the most highly regarded string quartets in recent history. Intended to prompt a discussion of a variety of issues surrounding management of creative ensembles. The topics discussed include: the nature and attainment of mastery (as opposed to technical competence); master and apprentice relationships; the details of collaborative work and workspace; and how to make preparations for world class performances.

This case, presented in an interesting cartoon format, describes the first week after Antonio Scarsi (disguised), an expatriate executive, takes on the role of CEO in a poorly performing and demoralized domestic Chinese company. Although Antonio had extensive China experience, including considerable language capabilities, he knew little about this company, in which he was the only non-Chinese employee, and had never before worked outside of the support network of a major multinational corporation. He aimed to turn around the company in six months. His challenge was how to learn about the firm as quickly and effectively as possible and signal his intentions to revitalize it to the employees. This case might be used in conjunction with the case titled "Michael Faye Goes To China" (IMD322). Together the two cases focus on the theme "Learning about Leading in China", and encourage participants to consider the very different learning styles and common leadership traits of two expatriate executives facing compelling managerial challenges in growing their Chinese business. The cases stimulate participants to reflect on: 1) what their own leadership and learning styles are like, and their implications; 2) what they could do to become more effective and efficient leaders and learners in any new assignment; and 3) how to learn from one another during class discussion.

This case, presented in an interesting cartoon format, describes the first two weeks after Michael Faye (disguised), an expatriate executive, takes over as president of the ongoing China operations of a leading Western multinational corporation. A Zimbabwean by birth, with considerable Asian experience, Michael had little first-hand experience in the China market per se. His challenge lay in quickly climbing a steep learning curve to find the easiest and shortest path to fulfill his twin goals of repositioning the operations within the China market and repositioning China within the multinational corporation's mindset. The accompanying video, featuring an interview with Michael, gives participants insight into how he sees his role, as well as his learning and networking approach. This case might be used in conjunction with the case titled "Antonio Scarsi Takes Command" (IMD324). Together the two cases focus on the theme "Learning about Leading in China", and encourage participants to consider the very different learning styles and common leadership traits of two expatriate executives facing compelling managerial challenges in growing their Chinese business. The cases stimulate participants to reflect on: 1) what their own leadership and learning styles are like, and their implications; 2) what they could do to become more effective and efficient leaders and learners in any new assignment; and 3) how to learn from one another during class discussion.

Our annual survey of ideas and trends that will make an impact on business: Duncan J. Watts contends that ordinary people, not "influentials," drive social epidemics. Yoshito Hori predicts that Japan's young entrepreneurs could outshine those in China and India. Frederic Dalsace, Coralie Damay, and David Dubois propose brands that--like Harry Potter--mature with their customers. Michael Schrage reveals the hidden value in long-forgotten equations. Harry Hutson and Barbara Perry put hope back in the executive repertoire. Eric von Hippel spotlights Denmark, where "user-centered innovation" is a national priority. Linda Stone detects a backlash against cell-phone and BlackBerry addiction. Michael C. Mankins suggests where to put all that excess cash. Ap Dijksterhuis reaffirms the value of sleeping on a decision. Robert G. Eccles, Liv Watson, and Mike Willis report on a new software standard that will make business and financial information dramatically easier to generate, aggregate, and analyze. Geoffrey B. West challenges the conventional wisdom that smaller innovation functions are more inventive. Karen Fraser warns of apparently loyal customers who are poised to bolt for ethical reasons. Phillip Longman predicts the return of large patriarchal families and their effects on marketing strategy. Rashi Glazer illustrates the sociocultural and business implications of nanotechnology. Yoko Ishikura urges global firms to "think locally." Klaus Kleinfeld and Erich Reinhardt explore the convergence of imaging technology and biotech and its enormous benefits for medical care. Christopher Meyer advises focusing on what you want from your network before you build the platform. Charles R. Morris asserts that health care costs are falling; it's spending that's on the rise. Clay Shirky shows why open source projects succeed by failing. David Weinberger claims that accountability has morphed into superstitious "accountabalism."

Cheryl Jamis, the high-powered marketing director for a large UK-based clothing retailer, seems to have it all--corner office included. What's more, she loves her job. But her professional dedication is beginning to jeopardize another job she is passionate about: being a mom. As Cheryl's career has grown, so has her daughter, Emma. And while juggling the two has never been easy, it's been manageable. Emma had been taking a backseat to whatever work crisis loomed at the moment, but now that she is seven, it is becoming harder to put her on hold. Marcus Addison, Cheryl's boss, seems sympathetic to her efforts to succeed as a professional and a mother. So when she suggests reducing her hours, she is taken aback by his response: "You'll just end up working the same hours for less pay, you know. Your job is a big, responsible one. It just can't be done in four days, let alone three." Then he implies--albeit vaguely--that she could soon be on the next step up the ladder. Before Cheryl has time to digest that possibility, however, Marcus tosses her yet another curveball: a chance to take his place on a business trip to the United States--a great opportunity. Though it means canceling a long-overdue weekend away with her daughter, Cheryl accepts--then almost immediately regrets it. When she goes to Marcus's office to hash things out, he preempts her speech with one of his own: The promotion he'd expected for her is off the table, at least for the time being. Now Cheryl has to make a decision: Should she stick it out or chuck it all? Commenting on this fictional case study in R0702B and R0702Z are Monica McGrath, an adjunct assistant professor of management at the University of Pennsylvania's Wharton School; Rebecca Matthias, a cofounder and the president and COO of Mothers Work; Robert J. Maricich, the CEO of Century Furniture; and Evelyne Sevin, a Paris-based partner at Egon Zehnder International.

Today's top executives are expected to do everything right, from coming up with solutions to unfathomably complex problems to having the charisma and prescience to rally stakeholders around a perfect vision of the future. But no one leader can be all things to all people. It's time to end the myth of the complete leader, say the authors. Those at the top must come to understand their weaknesses as well as their strengths. Only by embracing the ways in which they are incomplete can leaders fill in the gaps in their knowledge with others' skills. The incomplete leader has the confidence and humility to recognize unique talents and perspectives throughout the organization--and to let those qualities shine. The authors' study of leadership over the past six years has led them to develop a framework of distributed leadership that consists of four capabilities: sensemaking, relating, "visioning," and inventing. Sensemaking involves understanding and mapping the context in which a company and its people operate. A leader skilled in this area can quickly identify the complexities of a given situation and explain them to others. The second capability, relating, means being able to build trusting relationships with others through inquiring, advocating, and connecting. Visioning, the third capability, means coming up with a compelling image of the future. It is a collaborative process that articulates what the members of an organization want to create. Finally, inventing involves developing new ways to bring that vision to life. Rarely will a single person be skilled in all four areas. That's why it's critical that leaders find others who can offset their limitations and complement their strengths. Those who don't will not only bear the burden of leadership alone but will find themselves at the helm of an unbalanced ship.

Zhang Ruimin's leadership of the renowned Haier Group began before the Chinese company even carried that name. More than 20 years ago, Zhang was appointed director of the Qingdao Refrigerator Factory, which faced enormous debt and didn't seem likely to survive, let alone prosper. The main challenge in those early days was boosting the morale of his workers, who had gone unpaid for months and grown deeply dispirited. Zhang borrowed money so he could catch up on payroll and make other improvements--and his employees took heart. Once he had won their goodwill, Zhang explains in this first-person account, he started demanding good work. There was very little discipline in the factory at that point. Rules and regulations existed in writing but had never been seriously upheld. Zhang guaranteed the payment of salaries, but only on the condition that people obeyed the policies he established--some as simple as "Stealing company property is prohibited." Those who violated factory rules could be given demerits or even deprived of factory membership (that is, no longer allowed to be part of the company's collective ownership). Far from intimidating employees, this boost in discipline gave people a sense of security and hope. Now that Haier is a world-class operation competing in global markets, Zhang's focus as chief executive has shifted from setting a strong example to giving employees room to make their own decisions and realize their goals. To that end, he is striving to create an organizational structure that is as flat and has as few boundaries as possible. He is also emphasizing what will serve the market, not what will please someone further up in the company hierarchy. Employees, he believes, should feel that they have a customer to answer to, more so than a superior.

Cheryl Jamis, the high-powered marketing director for a large UK-based clothing retailer, seems to have it all--corner office included. What's more, she loves her job. But her professional dedication is beginning to jeopardize another job she is passionate about: being a mom. As Cheryl's career has grown, so has her daughter, Emma. And while juggling the two has never been easy, it's been manageable. Emma had been taking a backseat to whatever work crisis loomed at the moment, but now that she is seven, it is becoming harder to put her on hold. Marcus Addison, Cheryl's boss, seems sympathetic to her efforts to succeed as a professional and a mother. So when she suggests reducing her hours, she is taken aback by his response: "You'll just end up working the same hours for less pay, you know. Your job is a big, responsible one. It just can't be done in four days, let alone three." Then he implies--albeit vaguely--that she could soon be on the next step up the ladder. Before Cheryl has time to digest that possibility, however, Marcus tosses her yet another curveball: a chance to take his place on a business trip to the United States--a great opportunity. Though it means canceling a long-overdue weekend away with her daughter, Cheryl accepts--then almost immediately regrets it. When she goes to Marcus's office to hash things out, he preempts her speech with one of his own: The promotion he'd expected for her is off the table, at least for the time being. Now Cheryl has to make a decision: Should she stick it out or chuck it all? Commenting on this fictional case study in R0702B and R0702Z are Monica McGrath, an adjunct assistant professor of management at the University of Pennsylvania's Wharton School; Rebecca Matthias, a cofounder and the president and COO of Mothers Work; Robert J. Maricich, the CEO of Century Furniture; and Evelyne Sevin, a Paris-based partner at Egon Zehnder International.

Cheryl Jamis, the high-powered marketing director for a large UK-based clothing retailer, seems to have it all--corner office included. What's more, she loves her job. But her professional dedication is beginning to jeopardize another job she is passionate about: being a mom. As Cheryl's career has grown, so has her daughter, Emma. And while juggling the two has never been easy, it's been manageable. Emma had been taking a backseat to whatever work crisis loomed at the moment, but now that she is seven, it is becoming harder to put her on hold. Marcus Addison, Cheryl's boss, seems sympathetic to her efforts to succeed as a professional and a mother. So when she suggests reducing her hours, she is taken aback by his response: "You'll just end up working the same hours for less pay, you know. Your job is a big, responsible one. It just can't be done in four days, let alone three." Then he implies--albeit vaguely--that she could soon be on the next step up the ladder. Before Cheryl has time to digest that possibility, however, Marcus tosses her yet another curveball: a chance to take his place on a business trip to the United States--a great opportunity. Though it means canceling a long-overdue weekend away with her daughter, Cheryl accepts--then almost immediately regrets it. When she goes to Marcus's office to hash things out, he preempts her speech with one of his own: The promotion he'd expected for her is off the table, at least for the time being. Now Cheryl has to make a decision: Should she stick it out or chuck it all? Commenting on this fictional case study in R0702B and R0702Z are Monica McGrath, an adjunct assistant professor of management at the University of Pennsylvania's Wharton School; Rebecca Matthias, a cofounder and the president and COO of Mothers Work; Robert J. Maricich, the CEO of Century Furniture; and Evelyne Sevin, a Paris-based partner at Egon Zehnder International.

Bob Rubin was a businessman given the task of setting up and running the National Economic Council for the Clinton Administration. Unfamiliar with management in a political climate, Rubin worked hard to design, staff, and position the Council to make better economic and policy decisions. Traces the career of Robert E. Rubin from his practice in law to his work at Goldman Sachs and studies how his work experiences prepared him to establish the National Economic Council.

When the founder of iStockphoto.com started the company in 2000, his objective was to share his vast collection of stock photography with graphic designers worldwide, and, in the process, help others do the same. By 2002, the organization was a respected and successful online community, but the founder and his partners now had to consider the profitability of their company. iStock was founded on community and collaboration - not commerce. Should the model change and if so, what would it take to make a significant culture change work? The case examines the culture and business opportunities for this start-up. It demonstrates the challenges of generating profit from an online community, as well as the key factors needed to build a community that can be turned into a profitable business.