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Published by Booz & Company www.strategy-business.com A.G. LAFLEY • DRONE MAKERS • HEALTHCARE WITH AN I Summer 2013 $12.95 Display until August 27, 2013 CAPTAINS IN DISRUPTION THIS YEAR’S study of the incoming class of chief executives DISRUPTION Emily Cavanagh Program for Leadership Development 2012 “ I HAD VERY HIGH EXPECTATIONS. I CAN TELL YOU THAT THIS PROGRAM MET THEM ALL.” Yannick Hausmann Advanced Management Program 2012 “ I LEARNED TO CONNECT THE DOTS FROM FINANCE TO STRATEGY TO LEADERSHIP TO OPERATIONS AND MORE. ” The world’s top executives often need to step outside their organizations to acquire the skills, knowledge, and leadership to successfully address today’s critical business issues. The Harvard Business School Executive Education comprehensive leadership programs are where they convene. clp_info @hbs.edu | www .exed.hbs.edu /pgm/clp/ Emily Cavanagh Program for Leadership Development 2012 “ I HAD VERY HIGH EXPECTATIONS. I CAN TELL YOU THAT THIS PROGRAM MET THEM ALL.” Yannick Hausmann Advanced Management Program 2012 “ I LEARNED TO CONNECT THE DOTS FROM FINANCE TO STRATEGY TO LEADERSHIP TO OPERATIONS AND MORE. ” The world’s top executives often need to step outside their organizations to acquire the skills, knowledge, and leadership to successfully address today’s critical business issues. The Harvard Business School Executive Education comprehensive leadership programs are where they convene. clp_info @hbs.edu | www .exed.hbs.edu /pgm/clp/ We chose the title “Captains in Dis- ruption” for the lead feature story of this issue—by Ken Favaro, Per- Ola Karlsson, and Gary L. Neilson (page 40)—explicitly to contrast with captains of disruption. In other words, we’re not talking about the charismatic CEOs who come into office roaring about the dangers of tradition and complacency, promot- ing upheaval as a turnaround strat- egy, gratuitously marginalizing and scapegoating the previous leader- ship, and then burning out, leaving their companies in a state of back- lash and collapse. (The latest promi- nent example, as I write this, is Ron Johnson at J.C. Penney.) The most effective CEOs today are steady, collaborative chief execu- tives—those who look for stability in all the chaotic places. They face down disruptive events and trends by planning and preparing for the time after crisis, and by acting in harmony with the people of their enterprise. Several articles in this issue sug- gest that the trends are in their favor. For example, “Portrait of the Incom- ing Class” (page 52), which tracks the proportions of planned to un- planned CEO successions in 2012, finds that boards of directors on average are less inclined to fire their CEOs reactively, and more inclined to deliberately develop a pipeline of leadership acumen. A similar point is made by the former CEO of Procter & Gamble A.G. Lafley and his long- time advisor, dean of the Rotman School of Management Roger Mar- tin, in “Leading with Intellectual Integrity” (page 60). While at P&G, they redesigned the strategic plan- ning process to cultivate more co- herent and rigorous thinking among fast-track executives. Jon Katzenbach and DeAnne Aguirre, who lead the Katzenbach Center (which coordinates Booz & Company’s research on organiza- tional culture and change), argue that the CEO’s most important role is as a leader of the company’s cul- ture (page 22). On page 11, CEO Tom Fanning of Southern Compa- ny, an innovative power utility based near Atlanta, explains how he fos- ters collaboration across functional disciplines, and how this has led to many of the firm’s most profitable and intriguing energy initiatives. This issue also contains a note- worthy Thought Leader interview with David Kantor, the influential author of Reading the Room (page 90); a list of five principles for “re- imagining” your digital identity, from three leaders of the new team known as Booz Digital (page 34 ); a compelling profile of AeroViron- ment, an idiosyncratic manufacturer of drones and innovative battery sys- tems (page 78); an intriguing asser- tion that driverless vehicle technol- ogy could transform the long-haul trucking industry (page 8); and a look at the consumer-centric busi- ness model for healthcare (page 68) that is emerging as hospitals and healthcare companies address the disruption facing their industry. Whether you’re standing be- hind it, cheering it on, or facing off against it, disruption can be exhaust- ing. If you’re a CEO—or a business leader of any type—you’ve already learned, at least somewhat, to take it in stride. After the past several years of uncertainty, we’re all learning to do so. Or maybe we’ve just been liv- ing in disruption for so long that it’s starting to look like equilibrium. Art Kleiner Editor-in-Chief kleiner_art@strategy-business.com Illustration by Lars Leetaru Stability in Chaos comment editor’s letter 1 editor’s letter Turning the Tables on Success Adam Grant In today’s workplace, what goes around comes around faster, sinking takers and propelling givers to the top. The Next Autonomous Car Is a Truck Peter Conway The obstacles to adoption are significant, but driverless technology now in development could transform long- haul trucking. Innovating for Energy’s Future Edward H. Baker and Tom Flaherty The key to clean, reliable, and affordable energy, says Southern Company CEO Tom Fanning, is a bold and balanced approach to R&D. The Wise Leader Prasad Kaipa and Navi Radjou Practical wisdom in business comes from combining the broad view with the narrow, and opportunity with constraint. s+b Trend Watch Big Pharma’s Potential in Emerging Markets India’s Leadership Challenge Gaurav Moda, Anshu Nahar, and Jai Sinha At many Indian companies, the development of top management lagged behind the pursuit of technical excellence. STRATEGY & LEADERSHIP Culture and the Chief Executive Jon Katzenbach and DeAnne Aguirre CEOs are stepping up to a new role, as leaders of their company’s thinking and behavior. STRATEGY & LEADERSHIP Building a Flywheel Business Tim Laseter and Jeff Bennett By linking customers and capabilities, companies can generate the momentum for sustainable growth. MARKETING, MEDIA & SALES Don’t Reengineer. Reimagine. Jeff Schumacher, Simon MacGibbon, and Sean Collins To realize the digital potential of your business, bring the dynamics of a startup to scale. leading ideas 16 14 6 8 11 essays 34 28 22 17 78 14 68 SPECIAL SECTION: THE BOOZ & COMPANY 2012 GLOBAL CHIEF EXECUTIVE STUDY Captains in Disruption Ken Favaro, Per-Ola Karlsson, and Gary L. Neilson Even when facing a crisis, some CEOs know how to anticipate the worst, plan a response, and navigate to advantage. You can do the same. “It’s Time for a Change” Ken Favaro, Per-Ola Karlsson, and Gary L. Neilson CEO turnover is trending high, but in a more planned and stable manner. Portrait of the Incoming Class Ken Favaro, Per-Ola Karlsson, and Gary L. Neilson The newest CEOs have neither the diversity nor the global backgrounds that you might expect. STRATEGY & LEADERSHIP Research Perspectives on the New CEO Matt Palmquist Academic studies of the recruitment of chief executives suggest that those from outside the industry do relatively well, companies pay more for generalists than for specialists, and “shadow emperors” hamper performance. STRATEGY & LEADERSHIP Leading with Intellectual Integrity A.G. Lafley and Roger Martin, with Jennifer Riel One skill distinguishes the effective CEO: the abil- ity to make disciplined and integrated choices. HEALTHCARE Putting an I in Healthcare Gil Irwin, Jack Topdjian, and Ashish Kaura The days of the disengaged health consumer are numbered. Consumerization will transform healthcare systems, involving individuals as never before in the management of their own care. The Patient Engagement Framework INNOVATION Flight of the Drone Maker Lawrence M. Fisher How a small firm named AeroVironment is changing the course of airplanes, automobiles, and warfare. Factors beyond Their Control THE THOUGHT LEADER INTERVIEW David Kantor Art Kleiner An eminent systems therapist says that learning to recognize the hidden patterns in conversation is the first step toward more effective executive leadership. BOOKS IN BRIEF Toward a Better-Informed Cynicism Marvin Weisbord The Practitioner’s Tale David Warsh Many-to-Many Manufacturing Tom Igoe Skill or Luck? David K. Hurst END PAGE: RECENT RESEARCH The Power of “Independent” Senior Executives Matt Palmquist Top leaders appointed by previous CEOs can help rein in the incumbent. Cover illustration by Gérard DuBois features 40 78 Issue 71, Summer 2013Published by Booz & Company 60 68 56 52 48 100 99 97 96 90 102 76 84 strategy+business www.strategy-business.com Published by Booz & Company strategy+business (ISSN 1083-706X) is published quarterly by Booz & Company Inc., 101 Park Avenue, New York, NY 10178. ©2013 Booz & Company Inc. 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Change the world. leading ideas 6 strategy+business issue 71 lems and manage heavy workloads. Takers, who put their own agenda first, are far less likely to climb the corporate ladder. The fall of takers and the rise of givers hinges on a third group, whom I call “matchers.” Matchers hover in the middle of the give- and-take spectrum, motivated by a deep-seated desire for fairness and reciprocity. They keep track of ex- changes and trade favors back and forth to keep their balance sheet at zero, believing that what goes around ought to come around. Be- cause of their fervent belief in an eye for an eye, matchers become the en- gine that sinks takers to the bottom and propels givers to the top. Takers violate matchers’ belief in a just world. When matchers wit- ness takers exploiting others, they aim to even the score by imposing a tax. For example, matchers spread negative reputational information to colleagues who might otherwise be vulnerable, preventing takers from getting away with self-serving ac- tions in the future. On the flip side, most matchers can’t stand to see generous acts go unrewarded. When they see a giver putting others first, matchers go out of their way to dole Turning the Tables on Success In today’s workplace, what goes around comes around faster, sinking takers and propelling givers to the top. by Adam Grant I n the old world of work, good guys finished last. “Takers” (those in organizations who put their own interests first) were able to climb to the top of hierarchies and achieve success on the shoulders of “givers” (those who prefer to con- tribute more than they receive). Throughout much of the 20th cen- tury, many organizations were made up of independent silos, where tak- ers could exploit givers without suf- fering substantial consequences. But the nature of work has shifted dramatically. Today, more than half of U.S. and European companies organize employees into teams. The rise of matrix structures has required employees to coordi- nate with a wider range of managers and direct reports. The advent of project-based work means that employees collaborate with an ex- panded network of colleagues. And high-speed communication and transportation technologies connect people across the globe who would have been strangers in the past. In these collaborative situations, takers stick out. They avoid doing unpleas- ant tasks and responding to requests for help. Givers, in contrast, are the teammates who volunteer for un- popular projects, share their knowl- edge and skills, and help out by ar- riving early or staying late. After studying workplace dy- namics for the past decade, I’ve found that these changes have set the stage for takers to flounder and givers to flourish. In a wide range of fields that span manufacturing, ser- vice, and knowledge work, recent research has shown that employees with the highest rates of promotion to supervisory and leadership roles exhibit the characteristics of giv- ers—helping colleagues solve prob- Leading Ideas leading ideas Illustration by Phil Marden 7 leading ideas out a bonus, in the form of compen- sation, recognition, or recommenda- tions for promotions. Of course, these responses aren’t limited to matchers. Givers, too, are motivated to punish takers and reward fellow givers. But I’ve found that in the workplace, the majority of people are matchers, which means that they are the ones who end up dispensing the most taker taxes and giver bo- nuses. In an interdependent, inter- connected business environment, what goes around comes around faster than it used to. At Google, for example, an en- gineer named Brian received eight bonuses in the span of a single year, including three in just one month. He volunteered his time to train new hires and help members of mul- tiple cross-functional teams learn new technologies, and his peers and managers responded like matchers, granting him additional pay and recognition. Consistent with Brian’s experience at Google, a wealth of re- search shows that in teams, givers earn more respect and rewards than do takers and matchers. As Stanford University sociologist Robb Willer notes, “Groups reward individual sacrifice.” Interdependent work also means that employees will be evaluated and promoted not only on the basis of their individual results, but also in terms of their contributions to oth- ers. This reduces the incentives for takers to exploit givers, encouraging them to focus instead on advancing the group’s goals. As a result, takers engage in fewer manipulative acts— which reduces the risks to givers— yet they still contribute less than givers. This allows givers to gain a reputation for being more gener- ous and group-oriented. And a rich body of evidence has shown that these qualities are the basis for sound leadership. In fact, when givers become leaders, their groups are better off. Research led by Rotterdam School of Management professor Daan van Knippenberg has shown that em- ployees work harder and more effec- tively for leaders who put others’ interests first. This, again, is a matching response: As van Knip- penberg and Claremont Graduate University professor Michael Hogg found, “going the extra mile for the group, making personal sacrifices or taking personal risks on behalf of the group” motivates group mem- bers to give back to the leader and contribute to the group’s interests. And a thorough analysis led by Nathan Podsakoff, a professor at the University of Arizona, of more than 3,600 business units across nu- merous industries showed that the more frequently employees give help and share knowledge, the higher their units’ profits, productivity, customer satisfaction, and employee retention rates. By contributing to groups, giv- ers are also able to signal their skills. In a study led by researcher Shimul Melwani of UNC’s Kenan-Flagler Business School, members of five dozen teams working on strategic analysis projects rated one another on a range of characteristics and be- haviors. At the end of the project, team members reported which of their colleagues had emerged as leaders. The single strongest predic- tor of leadership was the amount of compassion that members expressed toward others in need. Interestingly, compassionate people were not only viewed as caring; they were also judged as more knowledgeable and intelligent. By expressing concern for others, they sent a message that they had the resources and capabili- ties to help others. Today, these signals are ever more visible: Givers are aided by the fact that the anonymity of pro- The strongest predictor of leadership was the amount of compassion that members expressed toward others in need. Compassionate people were judged as more knowledgeable. leading ideas 8 strategy+business issue 71 changing the characteristics that we value in people. Two of the defining qualities of great leaders are the abil- ity to make others better and the willingness to put the group’s inter- ests first. Because givers today add increasing value in leadership roles and interdependent work, hiring processes can be modified to assess which candidates are inclined to contribute more than they receive. For development, promotion, and retention, leaders and managers should focus less on individual skills and talents, and more on the extent to which employees use their skills and talents to lift others up—rather than cutting them down. The em- ployees with the greatest potential to excel and rise will be those whose success reverberates to benefit those around them. Along with investing in people who are already disposed toward op- erating like givers, it will be of para- mount importance to create prac- tices that nudge employees in the giver direction. In many organiza- tions, owing to their tendencies to claim credit and promote them- selves, successful takers are more visible than successful givers. To make sure that employees are aware that it’s possible to be a giver and achieve success, it may be necessary to locate and recognize respected role models who embody an orienta- tion toward others. That way, when what goes around comes around faster than it used to, it will be for the benefit of employees and their organizations. + Reprint No. 00175 Adam Grant grantad@wharton.upenn.edu is Wharton’s youngest tenured professor and the author of Give and Take: A Revolutionary Approach to Success (Viking, 2013). The Next Autonomous Car Is a Truck The obstacles to adoption are significant, but driverless technology now in development could transform long-haul trucking. by Peter Conway E ach year, Wal-Mart Stores Inc. spends hundreds of millions of dollars deliver- ing its merchandise across the Unit- ed States. The 6,000 trucks in the retailer’s fleet are a common sight on highways, as are those of the many other companies that rely on long- haul trucking to transport their goods from coast to coast. But what if that fleet could be cut by one- third—and be made up of trucks pulled by slimmed-down tractors less than half their current size, with a computer at the helm? It may be hard to imagine: trucks guided by GPS, radar, sen- sors, and software, hauling much of the nation’s cargo. Yet autonomous vehicle technology has made head- lines for years, and experimental au- tonomous cars are already on the roads today. Google’s driverless cars have logged more than 300,000 miles on California and Nevada highways since 2011. That same year, Chinese carmaker FAW un- veiled its own autonomous car, fessional life is vanishing. In the past, when we encountered a job ap- plicant, a potential business partner, or a prospective service provider, we had to rely on references selected by that candidate. When takers burned bridges with one contact, they could eliminate that person from their reference list. But now, online social networks offer a much richer data- base of references. Odds are that through a quick search of our LinkedIn or Facebook networks, we can find a common connection with knowledge of that person’s reputa- tion. By reaching out to the mutual contact to obtain an independent reference on the candidate’s past be- havior, decision makers can screen out takers and favor givers. Of the billion Facebook users around the world, 92 percent are within four degrees of separation—and in most countries, the majority of people are just three degrees apart. Such tools have made it tough for a taker to hide in the shadows. At Groupon, for example, Howard Lee was heading the South China office, and received a slew of appli- cations for sales jobs. He searched his LinkedIn network for common connections, and located quite a number of them. When he discov- ered that certain candidates had a history of self-serving behavior, he quickly moved on, focusing his time and energy on candidates with track records as givers. Taken together, these trends are Are you a taker, giver, or matcher? Visit www.giveandtake.com for a free assessment of your self-awareness or to collect anonymous 360-degree ratings from anyone in your network. [...]... involves both compliance-related and market-related issues Another entity on the push side is our R&D group, headquartered in Birmingham, Ala We also have a large facility in Wilsonville, Ala., that’s dedicated to our gasification and carbon capture technologies We’re the only power company in the U.S conducting carbon capture research in this manner, on both a post-combustion and pre-combustion basis We... w nce ith W Develo eb per 1 00 Move your organization forward without setting your schedule back 2 00 Meetin 3 00 4 00 g with Boss Marke ting Review Contrac to Check r -In Gain cutting-edge business insights in over 30 two-day and week-long programs designed with your busy schedule in mind The MIT Sloan Executive Education portfolio of short courses, led by senior MIT Sloan faculty, provides the latest... reaches full speed Over time, a simple innovative idea becomes a well-oiled machine, which trans- Revenues at Johnson Controls Inc (JCI) in 2012 were US$42 billion, nearly half of which came from the largest of its three global business units, the Automotive Experience group But this group is relatively new For most of its 110-plus-year history, JCI developed control systems for the regulation of temperature... leveraging nonunion wage rates, and Pulte sought to break the trade-off essay strategy & leadership 17,000 homes—organized in huge subdivisions full of nearly identical “boxes.” At Concord Green, Pulte sought to achieve the scale economies of the low-end, mass-production approach while providing the variety demanded by the more discerning uppermiddle-income customer His modular designs eliminated the need for... exhibited their versions of the technology at the Consumer Electronics Show in January 2013 The use of autonomous vehicle technology in trucks, however, is more of a glimmer There have been some developments to date, for example, computer-guided trucks that transport ore around mine sites Yet, in these and other closed-loop transportation ecosystems, it is easy to maintain control and address issues as... with constraint 14 by Prasad Kaipa and Navi Radjou S martness is the operating currency of organizational culture in the 21st-century Whether it’s called cleverness, practical intelligence, or savvy, one can tive They relish high-stakes games, and display an aggressive, winnertake-all mentality Bill Gates exemplified this form of leadership when he took Microsoft from a college dropout’s startup in 1976... 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Emerging Markets Are Driving the Transformation of the Pharmaceutical Industry,” Booz & Company, 2013, booz.com/pharmawatch righteous and moral in the eyes of many people Tim Cook was driven by Steve Jobs’s advancing illness to change his leadership style He moved from a narrow form of smartness to a more opportunity-oriented perspective, turning his attention to the big picture and becoming sensitive to... form of smartness to a more At many Indian opportunity-oriented perspective companies, the development of top Mulally took the same decision Apple’s market valuation when he management has lagged logic to Ford When he arrived in focused more on tangible products behind the pursuit of 2006, the company was losing mar- and services than on intangible con- technical excellence ket share and brand equity Mulally... Practical wisdom requires the unlearning of one’s past nections to the marketplace and end-users Such struggles are to be expected But wise leaders are resilient, and they learn from failure They are flexible, enabling them to maintain this crucial balance: The business-smart leader can give voice to aspiration, the functional-smart leader can appreciate limits and execute within them—and the wise leader can . 4955 customerservice@ strategyandbusiness .info www .strategy- business. com/ subscriber strategy+ business P.O. Box 8562 Big Sandy, TX 75755 strategy+ business magazine. DuBois features 40 78 Issue 71, Summer 2013Published by Booz & Company 60 68 56 52 48 100 99 97 96 90 102 76 84 strategy+ business www .strategy- business. com Published