37 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 PURE PROTECTION As the world becomes increasingly connected, one state is focusing on innovative solutions to prevent and respond to cyber threats. Michigan. Creators of the world’s i rst comprehensive state-level approach to cyber, our state trains and maintains a rapid response team of cyber experts to help in the event of a cyber emergency. Which makes Michigan a safe bet for any business. michiganbusiness.org/pure-cybersecurity 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 n o s e mi Ja JOIN US ON SOCIAL MEDIA CONTACT HBR eil CONNECT WITH HBR N WWW.HBR.ORG PHONE 800.988.0886 er; TWITTER @HarvardBiz EMAIL c [email protected] g n eli FACEBOOK HBR, Harvard Business Review [email protected] a n S LINKEDIN Harvard Business Review [email protected] a D INSTAGRAM harvard_business_review [email protected] er: v o c e h n t O 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 e m or el D n ai Al 4 Harvard Business Review November–December 2018 Automate intelligently. Innovate ingeniously. Unlock human imagination with intelligent automation. Imagine what’s possible when creativity, innovation and strategic thinking soar to new heights. At KPMG, we know how intelligent automation can help reinvent your business, create competitive advantage and empower your employees. Learn more at read.kpmg.us/intelligentautomation Anticipate tomorrow. Deliver today. 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 x u d e R / s e m Ti k or Y w e N o/ d a g DEPARTMENTS Del 8 From the Editor e e D d 10 Contributors vi a D 14 Interaction st; ui q d 150 Executive Summaries u R er ff o st hri C 6 Harvard Business Review November–December 2018 A PETABYTE OF DATA IS A TERRIBLE THING TO WASTE. Machine data could drive your business. It holds the key to happy customers, problem-free IT and headline-free cybersecurity. Let Splunk turn your machine data into answers - like we do for more than 16,000 customers around the world. See how: splunk.com/get-value © 2018 Splunk Inc. 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 This document has been issued by Pictet Asset Management Inc, which is registered as an SEC Investment Adviser, and may not be reproduced or distributed, either in part or in full, without their prior authorisation. Past performance is not a guide to future performance. The value of investments and the income from them can fall as well as rise and is not guaranteed. You may not get back the amount originally invested. Geneva Zurich Luxembourg London Amsterdam Brussels Paris Stuttgart Frankfurt Madrid Milan Dubai Montreal Hong Kong Singapore Taipei Osaka Tokyo assetmanagement.pictet 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