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2011
Best oInspiring
Ideas
Paola Antonelli
B.J. Fogg
Seth Godin
ChrisTrimble
Martin Lindstrom
Nouriel Roubini
John Elkington
Jef Hollender
Andreas Weigend
Dave Ulrich
Larry HustonNigel Hollis
Fred Krupp
James
Cameron
Peter
Senge
TonyHsieh
Clayton
Christensen
Malcolm
Gladwell
Guy
Kawasaki
Robert
Rubin
Biz
Stone
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JANUARY 4-5TRUE LEADERSHIP & PURPOSE
FEBRUARY 6-7NEW TRENDS IN MARKETING
MARCH 8-11FAMILY BUSINESS
APRIL 12-15SUSTAINABILITY
MAY 16-19SOCIAL MEDIA
JUNE 20-21INNOVATION & FUTURE TRENDS
JULY 22-25TEAMS & TALENT
AUGUST 26-29CREATIVITY
SEPTEMBER 30-33
RETHINKING YOUR BRANDOCTOBER 34-35
STRATEGY & EXECUTION
NOVEMBER 36-39GLOBAL ECONOMY
THOUGHT LEADERSHIP LIVE IN 201240-41
Index
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Open, authentic, disrupted, interconnected, and inmany cases uncertain, many of the trends we sawevolve in the business atmosphere of 2011 appear tobe ones that will continue into 2012 and beyond.
Each month in 2011 Inspiring Ideas brought you thebest content focused on a specic theme critical to
the functioning of any successful business. Here wehave compiled the best content featured throughoutthe year, featuring the new ideas and trends that are
key issues to facing the business world.
If you like what you see in this e-book and arentalready a subscriber to Inspiring Ideas, donthesitate to sign up now!
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JANUARYTRUE LEADERSHIP & PURPOSE TRUE LEADERSHIP & PURPOS
4
THE SEVEN
QUESTIONS THATDRIVE ABUNDANCE
In their latest book,
The Why o Work,
Dave & WendyUlrich explore how
leaders can help
promote an
environment or
their workers that
gives meaning
and purpose in their
jobs. Working rom
a psychological
and humanistic
perspective, theypropose these
seven questions
that every leader
should ask him
or hersel to drive
what the Ulrichs
call the abundance
agenda; a program
that allows leaders
to add value and
cultivate a creativeatmosphere.
What am I known or?
By discovering ones signature
character strengths and weak-
nesses, a leader can better
evaluate where he or she shines
and where it is necessary to ask
for help. The Ulrichs suggest
that by partaking in activities
that highlight each membersstrengths, also feel more psy-
chologically fulfilled and satis-
fied. Building on strengths pro-
motes creativity and can help
leaders tackle challenges.
Where am I going?
Social responsibility and an
environmental conscience are
two important factors that help
employees align personal and
corporate values. By coordinat-
ing these two belief systems, a
leader can add a strong senseof meaning to a workers every-
day motivation.
Whom do I travel with?
Although it is important to form
teams that have the right skills, a
leader should also create groups
that are built on a trust and allow
for creativity, experimentation and
mutual respect. By doing so, the
quality of work will almost certainly
simultaneously increase. When
you achieve a team that has a
strong relationship, youll also build
a high-performing one.
How do I build a posi-
tive work environment?
A leader should be concerned
with building an environment that
promotes creativity and culture,
as well as the ability to partake in
honest sharing, a level of trust
hard to acquire. As a leader, you
have the ability to set the tone for
the ofces atmosphere, which ulti-
mately creates the culture of yourbusiness, generating connections
and sustaining productivity.
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4
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TRUE LEADERSHIP & PURPOSE TRUE LEADERSHIP & PURPOSE
5
What challenges inter-
est me?
The evaluation of talent no longer
has to do so much with employee
competence as it does with an
employees commitment and will-
ngness to do work. Leaders canmprove employee engagement by
creating a specic and understood
vision, giving opportunities for em-
ployees to grow, creating teams
hat members enjoy, as well as as-
igning work that has an impact.
How do I respond
to disposability and
change?
Leaders need to encourage learn-
ing and resilience in the face ofchange and/or challenge. Accord-
ing to the Ulrichs, resilience and
learning principles challenge us to
repair, reuse, and recycle prod-
ucts, ideas and people rather than
see them as disposable.
What delights me?
Leaders should always maintain a
mentality that promotes problem-
solving, listening, curiosity, andcompassion. When enforcing poli-
cies of civility rather than hostility,
a leader can improve the sense
of well-being in their workers, and
create an environment of enjoy-
ment in the ofce.
Peter Senge, director of the
Center for Organizational Learn-ing at the MIT Sloan School of
Management, discusses how
during crises the true intent of
leaders is revealed, and that
this time can actually be used
to re-focus vision and be suc-
cessful in the long-term.
PeterSenge
Why a Crisis Brings Out the Best in Leaders
5 67
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FEBRUARY NEW TRENDS IN MARKETING NEW TRENDS IN MARKETIN
6
There isnt a
handbook to be
dierent, and itdoesnt work to
just copy others.
In her book,
Harvard Proessor
Youngme Moon
talks about the
brands that
distinguish
themselves rom
the crowd.
By Florencia Lauente
There are some products that
arent for just anyone. Not be-
cause they are directed solely to
an enriched elite, but because
only a small minority appreciates
their value. Generally, these are thebrands that push the extremes,
whose message is anything but
subtle. Take it or leave it, is
wherein their power lies. Accord-
ing to Youngme Moon, professor
at Harvard Business School and
author of Different: Escaping the
Competitive Herd (Crown Busi-
ness, 2010), in this competitiveage where organizations study
every aspect of their competitors
just to get a tiny upper hand, the
result is products and brands that
arent so different from one an-
other. Businesses have to work
that much harder in order to dis-
tinguish themselves from the herd.
Differentiation isnt a strategy, nor
is it an attribute of brands, says
Moon. It is the result of a way of
thinking. It is a distinct way to cap-
tivate the attention of consumers.
People matter, respect and cel-
ebrate this attitude.
The Black Sheep
Original brands t into one of the
following three categories: they
break with the established, they go
against the grain, or they have an
aggressive personality. Moon de-
scribes some cases that could becalled anti-marketing.
Swatch, for example, created an
entirely new category of watches in
order to abandon the solemn tune
of the industry. It isnt a watch; it is
a fashion accessory to use every
day. Google and IKEA tested the
denition of their business. Furniture
that doesnt last is the slogan of the
Swedish company that produces fur-
niture you have to put together your-
self, or the simple design of Google.
The principal page of Google is noth-
ing like Yahoo or AOL, full of extra
tools that must be explained to un-
derstand what is meant.
Red Bull, Marmite and Mini Cooper
are aggressive. For example, Mar-
mite, the nutritional English spread,
isnt exactly a tempting jam. Hor-
rible is how it is dened by its
critics. With brewers yeast as its
base, it is sticky, dark brown, and
has a very strong smell. However,Marmite has survived over a cen-
ESCAPING THE
COMPETITIVE HERD
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NEW TRENDS IN MARKETING NEW TRENDS IN MARKETING
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B.J. Fogg, expert in the field of
technology and persuasion, dis-cusses the three characteristics
that must converge at the same
time to make a certain behavior
happen: motivation, ability and
triggering.
B.J.Fogg
The Keys to Making Behavior Change Happen
ury in English and many European
homes to be used with all different
ypes of foods. In the last public
spot for the brand, a huge mass
of Marmite terrorized a small town
and everyone ran away except one
man who faces the blob with apiece of toast in hand. The slogan?
Love it or hate it.
The conclusion for the majority of
participants of test groups of the
energy drink Red Bull said that the
taste was disgusting. Too much
acid for the Western palate. Dietrich
Mateschitz, the Austrian master-mind behind the drink, adapted the
soda from a caffeinated Japanese
recipe. Dont drink it if you are anx-
ious, the beverage warns. Red Bull
won fans immediately in nightlife
circles, where today it is known as
liquid Viagra or speed in a can.
To captivate the American public,the British Mini Cooper challenged
local taste for the countrys obses-
sion with large automobiles. Its a
MINI thing and I drive a Mini, what
are YOU compensating for? have
been famous slogans for the car.
Unique businesses are constantly
challenging the norm. As one ofApples rst and best known slo-
gans suggested: It has to do with
thinking differently.
HSM Management / Gestion
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MARCH FAMILY BUSINESS FAMILY BUSINESS FAMILY BUSINES
8
Family Firmsin the Middle East:
The New Rules o Engagement
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AMILY BUSINESS FAMILY BUSINESS FAMILY BUSINESS
9
Knowledge@Wharton discusses how amily businesses in the
Middle East, which make up 95% o all rms in the region, are
modernizing in a changing world. Aside rom expected amily
disputes, these businesses also conront the unique inuences
o a recently opened global economy, increasing competition,
and the changing political ield in the area. Although
controversial, this region boasts amily businesses with
the potential or increased and sustained growth that
shouldnt go ignored.
Extracted From Knowledge@Wharton
When Shaker Group, a Saudi Ara-
bia-based air conditioning supplier,
sts 30% of its shares in an initial
public offering (IPO) in Riyadh lat-
er this year, it will be a signal that
change is afoot among the Middle
Easts family businesses. The com-
pany -- set up by brothers Husseinand Hassan Shaker and today has
an annual revenue of 1 billion riyals
US$267 million) -- is one of around
200 rms that the family conglom-
erate, Al Muhaidib Group, runs, or
holds a stake in. The IPO is part of
a massive restructuring plan that
Musaab Al Muhaidib, a grandson
of the groups founder, is pushing
through to sharpen overall perfor-
mance. Among other things, he
says, such changes are expected
to help the group drive value out
of its companies.
Al Muhaidib is one of the thou-
sands of family businesses in theMiddle East. According to various
estimates, 95% of all business-
es in the region are family rms.
Whats more, consulting rm Ernst
& Young says almost three-quar-
ters of family businesses in the
Middle East are owned and man-
aged by the second generation;
one-fth are the third generation.
Indeed, more likely than not, the
regions energy riches have bol-
stered growth at these largely pri-
vate, family-owned businesses. At
the same time, some have bene-
ted from their counties restricted
competition practices, privileged
access to senior local ofcials
through family connections and
access to funding based on their
family name. Yet other factors are
at play: In the Middle East, just
as elsewhere, family rms are
more likely to take a longer term
approach to running their busi-
nesses than non-family, quarterly
results-focused rms, showing
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MARCH FAMILY BUSINESS FAMILY BUSINESS FAMILY BUSINES
10
a readiness to invest capital with
patience that can become a com-
petitive advantage.
Whatever the case, many Mid-
dle Eastern family businesses
are sharpening up their acts. Al
Muhaidib Group and others are
scrutinizing their business port-
folios to weed out rms that no
longer t their aspirations or are
underperforming; others are con-
solidating and streamlining their
vast portfolio of rms within tar-
geted sectors; and in a number
of instances, they are recruiting
non-family managers for the rst
time or adopting corporate gov-
ernance standards more often
associated with companies listed
in London or New York.
Mounting Challenges
Why the shift? In a report about
family-owned rms in the GCC
published last year by consulting
rm Booz & Company, principal
Ahmed Youssef cited intensify-ing competition as one reason
for the change. If families do not
take this seriously, they will have a
hard time, he notes from his of-
ce in Dubai. Many Middle Eastern
economies are pushing ahead with
ambitious reform programs, which
entails opening up to foreign inves-
tors as part of World Trade Orga-
nization (WTO) commitments. For
the incumbents, it means either
changing or being left behind. Says
Musaab Al Muhaidib: We have the
pressure of globalization and the
WTO, and the challenges of thecyclicality of the economy.
There are other pressures that
might be all too familiar to coun-
terparts in other countries. Suc-
cession planning is a case in
point. In some cases, a patriarch
is unwilling to cede control; in oth-
ers, the younger generation has
not been well groomed. Often,
family members assume a plum
job in management is their birth-
right -- rather than something to
be earned -- and sometimes, their
executives succumb to the per-sonal interests of family members
and invest in whimsical ventures
that in other types of rms would
never see the light of day.
And as family members multiply,
theres growing pressure to pay
dividends, rather than reinvest-
ing earnings in the growth of the
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AMILY BUSINESS FAMILY BUSINESS FAMILY BUSINESS
11 CLICK HEREShare with a colleague!
business. Theres always pres-
ure from family members who are
not involved in the business to get
more dividends, says Raf Amit,
professor of entrepreneurship and
management at Wharton. Thats aough balance to keep.
Peak Perormance
t comes as little surprise, then,
hat some family companies in the
egion are drafting a new, more
ustainable approach to their busi-
nesses. For example, in 2008 Al
Muhaidib merged some 50 of its
Giant Stores in Saudi Arabia, as
well as Qatar and Kuwait with a
chain of 60 or so Panda super-
markets, which were owned by
Savola, a publicly listed foods rm.
Following the merger, the new su-
permarket company found it had
more than 1 billion Saudi riyals of
real estate on to its balance sheet,
which it has since divested in a
sale-and-leaseback agreement.
That has brought 1 billion ri-
yals to the company and freed up
assets, says Al Muhaidib. And
it has focussed the company on
what its good at -- retailing.
Aside from operational improve-
ments, family businesses areincreasingly pushing through
changes in governance, accord-
ing to experts. If theres a large
business that has the intention of
being globally competitive, bring-
ing in professional management
early on is of the utmost impor-
tance, says Whartons Amit. In the
case of ALJ and others, that alsomeans introducing executive com-
mittees, independent
audit committees and
independent advisory
boards -- the latter re-
viewing management
performance twice
yearly. At such rms,
governance practices
exceed local requirements, and
match standards more often seen
among public companies.
Above all, however, leading indus-
trial families are learning how to
articulate the relationship between
family members and the business.
In regard to family members, there
is a clear segregation of ownership
and management, which means
any family member who works for
the company is regarded as an
employee and not a member of the
family, says Jameel of ALJ.
Al Muhaidib, too, has agreed with
his family the terms of employment
in the company. These terms place
family members and non-familymanagers on an equal footing.
Family members are put in man-
agement positions, he says, only
if they can show how they can
add value. As he says: Its about
starting from the bottom; the good
ones go up the ladder.
Reprinted with permission fromKnowledge@Wharton
(http://knowledge.wharton.upenn.edu)
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APRIL SUSTAINABILITY SUSTAINABILITY SUSTAINABILITY SUSTAI
TOWARDS MANAGEMENT
Interview by Adriana Salles Gomes, Executive Editor o HSM Management Brazil.
Indisputable global authority on corporate responsibility and
sustainable development, John Elkington explains in which
direction sustainability will evolve and assures that the key is
to transorm management to be aligned with new priorities.
12
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BILITY SUSTAINABILITY SUSTAINABILITYSUSTAINABILITY
The challenge of sustainability is
hat it demands businesses to
ransform themselves in a very
adical way. Elkington, pioneer andcreator of the concept of corpo-
ate social responsibility (CSR),
afrms that it is just as important
o reach CSR 3.0 as it is to reach
management 3.0, because in re-
ality they are synonyms. The pil-
ars of change? Corporate DNA,
trategy, the business model and
he supply chain must be modi-ed in accordance with the new
priorities of sustainability, which
also implies changes to behavior,
ncentives and new high perfor-
mance indications.
In what ways did the
nancial crisis afect
corporate socialresponsibility (CSR)? Do
you consider the largest
budget adjustments have
killed the initiative?
CSR is in no way dead or dying,
but it is obligated to evolve. It
has to do with corporate philan-thropy or corporate citizenship,
but those arent enough. Weve
run ourselves into a period where
the pressures in a business come
from many different directions, a
lot of which are gathered under
the tagline sustainability. The
challenge to management will be
adapting the supply chains andbusiness models to make room
for CSR 3.0
Will CSR 3.0 be a result
o building pressures o
sustainability?
Corporate leaders are beingbombarded different areas rec-
ommending how to confront
the challenges of sustainabil-
ity. At its most basic, it is about
changing priorities, incentives
13
The President and Chief InspiredProtagonist of Seventh Generation
discusses the unique character-
istics that make this company
sustainable in terms of not only
creating sustainable products, but
having a sustainable vision of the
organization.
JeHollender
Sustainability and Proft: The Opportunities
Within New, Green Strategies
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APRIL SUSTAINABILITY SUSTAINABILITY SUSTAINABILITY SUSTAI
and behavior, strategy and busi-
ness model, all while preserving
the identity of the corporation.
Does your concept o
the triple bottom line
continue to be a good
parameter?
I developed the basic idea for that
concept in 1994, however evenafter 15 years I believe it to be a
reasonable objective. There was
an initial shock because I put the
focus on the social agenda, say-
ing that the nancial dimension
should also keep in mind the eco-
nomic impacts, good and bad.
Various organizations were creat-
ed around the triple bottom lineconcept, such as Global Repoting
Initiative, the Dow Jones index of
Sustainability and Triple Bottom
Line Investing. The formula, at its
simplest people, planet and prof-
it that I presented in 1995, was
adopted in some countries such
as Holland, which incorporated the
concept of a national language.
It is also interesting the way that
social entrepreneurs use the lan-
guage of triple bottom line to ex-
plain what they are trying to do. For
its part, The Economist, which has
been skeptical of these themes,
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MAY SOCIAL MEDIA SOCIAL MEDIA SOCIAL MEDIA SOCIAL MEDIA
16
Social Medias Connection
with Brand Culture:
THE ZAPPOS.COM CASETony Hsieh, CEO o Zappos.com and
author o Delivering Happiness: A Path
to Profts, Passions and Purpose, has
stumbled upon a new way to ensuresuccessul social media policy within
companies: rst creating a strong, open
brand culture.
It is no new story that social
media can be used to build bet-
ter client relationships, innovate
through customer commentary,
and ultimately profit monetarily.
However, the most challenging
question to answer is How?
Tony Hsieh demonstrates that
you can succeed and benefit
from social media platforms by
first developing a company cul-
ture that drives defined core val-
ues, reinforcing the identity and
mission of the company. The re-
sult? No need for an explicit so-
cial media policy, over 1.8 million
followers on Twitter, and a new
corporate identity: the inter-
connected CEO.
Social media strategy within
companies is something of an
enigma: it is clear that it is im-
portant to integrate, but doingso can raise many questions.
Who will be the companys voice
in social media? What will they
be able to discuss, and whatare topics that are off-limit? Al-
though there are different strate-
gies to achieve a healthy social
presence, online retail store Zap-
pos.com has proven that it is ad-
vantageous to look at company
culture before looking into social
media. The new, open, intercon-
nected environment for businesshas made culture a key com-
petitive advantage. Making the
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CIAL MEDIA SOCIAL MEDIA SOCIAL MEDIA SOCIAL MEDIA
17
The Co-Founder of Twitter dis-
cusses the importance of es-tablishing a well-thought out
strategy of the culture of the
very influential microblogging
site. As a new industry in the
past decade, social network
companies have the advantage
of establishing their own rules,
breaking with the norms of
management.
Biz Stone
Culture as a Means to Success
right HR decisions is critical to
building the right culture, partic-
ularly when it is one that allows
for open social media use. So-
cial networks provide the space
to reach clients with as little as
a tweetand on a very large
scale when you have over 400
employees who are actively us-
ing social media as is the case
of Zappos.
Zappos, an unconventional com-
pany by nature, approaches social
media in a characteristically pro-
gressive way. Instead of setting
up social media policy, the online
retail stores success stems from
their highly-valued company cul-
ture. Building presence on these
networks goes hand in hand with
creating a culture that embraces
being open and having a natural
conversation with clients. Zappos
achieves this by making a great
effort to choose the right people
for the job so that the social me-
dia part comes naturally.
The company ensures that all
employees have the same core
values of the business by provid-
ing a rigorous training program
for new hires, later serving as a
base for how they interact with
customers via social media. For
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MAY SOCIAL MEDIA SOCIAL MEDIA SOCIAL MEDIA SOCIAL MEDIA
18
example, all Zappos call center
employees receive four weeks
of training, and at the end they
are offered $2,000 plus a salary
for training ($11/hour) to quit, away to weed out people who
are just in it for a paycheck.
(Charlene Li. Open Leadership:
How Social Technology Can
Transform the Way you Leader.)
Strongly defined hiring andtraining policy allows for every
employee who begins at Zap-
pos to have a firm grasp of the
company culture and what is
expected of them. Social media
policy is therefore already a partof the job description.
Social networks provide
the space to reach clients
with as little as a tweet
and on a very large scale
when you have over 400
employees who are
actively using social
media, as is the caseo Zappos.
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Social media has allowed for
businesses to be more social,open, and reliant on social data.
Andreas Weigend, expert in social
and mobile devices, Professor at
Stanford, and Former Chief Sci-
entist at Amazon.com, explains
how the key to using social media
data within businesses and cor-
porations is to help people make
better decisions.
Andreas Weigend
Help Customers Make Better Decisions
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CIAL MEDIA SOCIAL MEDIA SOCIAL MEDIA SOCIAL MEDIA
19
later made public he personally
apologized for not being able to
share the news earlier, and tookthe time to make clear any and
all doubts), Hsieh has planted the
foundation for a company that has
436 employees using Twitter. The
advantage of having trust in em-
ployees is that when it comes to
social media, there doesnt need
to be a defined policy. Zappos
success over the past decadehas stemmed from their ability
to make customer service a top
priority, and then leveraging that
interpersonal client connection
through social networks.
Well-defined culture has been
an important part of Zappos
uccesses, allowing for thecompany to grow from
$70 million in annual
evenue at the end of
2003, to hit $1 billion
n 2008. Hsieh has led
he company through
his belief in strong
company culture and
nsistence to choose theight people. By relying and
rusting employees, running
an open business (when ac-
quired in 2009 by Amazon, in
his letter to employees that he
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JUNE INNOVATION & FUTURE TRENDS INNOVATION &
20
THE
5MYTHS
OF INNOVATIONby Julian Birkinshaw, Cyril Bouquet and J.L. Barsoux
The Eureka Moment
Most innovation efforts fail not be-
cause of a lack of bright ideas, but
because of a lack of careful andthoughtful follow-up. Smart compa-
nies know where the weakest links
in their entire innovation value chain
are, and they invest time in correct-
ing those weaknesses rather than
further reinforcing their strengths.
The Harvard Business Professor
and celebrated author discusseswhy innovation, particularly dis-
ruptive innovation, is the source of
competitive advantage, economic
growth, and wealth creation.
Clayton Christensen
Innovation as a Competitive Advantage
Innovation and Social Networks
Online forums are not a panacea for
distributed innovation. Online forums
are good for capturing and lteringlarge numbers of existing ideas; in-
person forums are good for generat-
ing and building on new ideas. Smart
companies are selective in their use
of online forums for innovation.
Open Innovation
External innovation forums have ac-
cess to a broad range of expertise
that makes them effective for solv-ing narrow technological problems;
internal innovation forums have less
breadth but more understanding of
context. Smart companies use their
external and internal experts for
very different types of problems.
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TURE TRENDS INNOVATION & FUTURE TRENDS
21
Groundbreaking, lucrative innovation doesnt have an exact recipe
and the latest trends on the subject can easily be misconstrued.
This adaption o an article published in MIT Sloan Management
Review explains the ve misconceptions to avoid when it comeso organizational innovation, and their takeaways.
The former Innovation Ofcer at
P&G discusses the key ingredientsnecessary to achieve successful
innovation within your company.
Larry Huston
Components Necessary or Innovation
Compensating Innovation
Rewarding people for their innova-
on efforts misses the point. The
process of innovating -- of tak-ng the initiative to come up with
new solutions -- is its own reward.
Smart companies emphasize the
ocial and personal drivers of dis-
cretionary effort, rather than the
material drivers.
Bottom-Up Innovation is Best
Bottom-up innovation efforts ben-
et from high levels of employee
engagement; top-down innovationefforts benet from direct alignment
with the companys goals. Smart
companies use both approaches
and are adept at helping bottom-up
innovation projects get the spon-
sorship they need to survive.
This article is adapted from The
5 Myths of Innovation, by Julian
Birkinshaw, Cyril Bouquet and J.L.Barsoux, which appeared in the
Winter 2011 issue of MIT Sloan
Management Review.
Copyright Massachusetts Institute ofTechnology, 2011. All rights reserved.
4 5
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JULY TEAMS & TALENT TEAMS & TALENT TEAMS & TALENT
22
Outliers,
Success
and Human
Motivation:
An Exclusive
Interview withMalcolm
Gladwell
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EAMS & TALENT TEAMS & TALENT TEAMS & TALENT
23
nterview by Chris Stanley
n this exclusive
HSM interview with
Malcolm Gladwell,
the inuential
author and
columnist discusses
success, human
motivations, and
the characteristics
that leaders need
to nourish in order
to engage individual
talent within a
business setting.
In your book Outliers:
The Story o Success
you discuss talent,
ambition, and how
multiple actors play
a role in achieving
success. How much is
success down to chance
and how much is to do
with hard work? Do you
believe we make our
own luck?
It is almost always the case that
there is some combination of those
two factors. One of the things that
seems to characterize successful
people is that they recognize whenthey have been given an opportu-
nity by chance and they take ad-
vantage of it. So instead of saying
that theres hard work over here
and luck over there, I think that
they are connected and that part
of what successful people do is
understand when they have been
given a special opportunity andexploit it. Thats actually a very dif-
cult thing to do its not always
obvious. It takes a certain amount
of insight to understand that you
are in a lucky position. It also takes
a certain amount of drive and cour-
age to exploit those kinds of op-
portunities. Its always easier just to
do nothing.
One key idea in the
book is that anyone who
achieves excellence in acertain eld can almost
always be shown to have
achieved over 10,000
hours o practice in that
eld. That level o
commitment would
seem to suggest that iyou are to achieve
success in a certain area
you have to sacrice
other parts o your lie.
My question would
thereore be, does balance
lead to mediocrity?
Thats such a good question. Me-
diocrity is a harsh word. Do I think
its possible to be at the absolute
top of any profession and not
make sacrices elsewhere? No, its
impossible. You cant be the great-
est lawyer in the world and work
40 hours a week. You cant start abusiness from scratch and have a
great amount of success and still
have the same amount of time avail-
able for your family as you would if
you had a nine-to-ve-job in a big
corporation or in the civil service.
One of the sobering things about
understanding how much work is
necessary to be truly good is that
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JULY TEAMS & TALENT TEAMS & TALENT TEAMS & TALENT
24
What I think of as a successful so-
ciety is one that offers as many dif-
ferent routes to fulllment as pos-
sible. We shouldnt live in a society
that only denes success in terms
of how much money you make, or
a society that only denes success
in terms of how successful your
family life is, or how spiritually ful-
lled you are. I think that the mea-
sure of a successful society is that it
has multiple avenues to fulllment.
Even the question as to whether
these different motivations con-
ict with each other is something
that we dont even have to worry
about. I think what we have to do
is have a society sufciently diverse
in the avenues that it offers people
and then everyone can work out
that question for themselves. Theobservation that very, very suc-
cessful entrepreneurs tend to be
incredibly driven, focused individu-
als isnt good or bad and doesnt
meant that we should all try to be
that way. It simply says that we live
in a society that has carved out a
place for people with that kind of
personality characteristics and has
allowed them to use those char-
acteristics in a positive way. And
thats lovely. Im embracing the no-
tion of as plural society as possible
when it comes to allowing people
to pursue what makes them happy.
Bringing this into a
specic business
setting. From your work
and research into what
makes people successul,
i Im a manager in an
organization looking tohire someone, what kind
o characteristics should I
be looking or in
yes, its going to involve sacrices.
One of the most challenging things
about the pursuit of success is to
nd a way to intelligently manage
those sacrices.
I want to go a little
deeper into what
motivates us as humans.
We are driven on the one
hand by the desire orrecognition, power, ame,
money, and on the other
hand there is something
more intrinsic a desire
to make a dierence,
a search or a deeper
meaning. What insightscan you ofer about
these two contrasting
motivations?
The environments that oster the greatest amounts
o learning are those that fnd a way to make it sae
and productive to ail.
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EAMS & TALENT TEAMS & TALENT TEAMS & TALENT
25
people Im looking to
hire thinking specically
about someone entering
a knowledge work
environment?
These days what would interest
me most is someones flexibility.
The one thing we know that is
rue and is going to be increas-
ngly true of the workplace is that
he pace of change is going to
accelerate. So if you hire some-
one and youre going to makea commitment to them over the
course of many years, the one
hing that is very clear is that the
work they are doing now is go-
ng to be profoundly different to
what they are doing today. In ad-
dition to being interested in what
kills they have now, we have to
nd a way to answer the ques-on, are they the kind of person
who can change and evolve and
make corrections in mid-course,
o adapt to the changing circum-
tances around them? Thats a
harder question to answer but I
hink its the crucial one now
rying to find a way to measure
hat flexibility.
And youd put that
quality a lot higher than
IQ or example, which
you dont have a lot o
time or.
I think it goes without say-
ing that virtually everyone who
would present themselves for
interview in a kind of knowledge
worker environment is smart
enough. If they went to a uni-
versity and got an MBA, theyve
already been sorted - weve gotridden of everyone who doesnt
have the necessary cogni-
tive tools for that kind of work.
Thats why further measuring of
it doesnt help you. People who
are drafting basketball players
for the NBA dont bring a tape
measure. You know that theyre
tall enough already if youve
made it that far in basketball.
They start asking other ques-
tions. And that to my mind is the
challenge with someone hiring.
As a leader, what should Ibe looking to do in order
to help people achieve
their potential, to be the
best that they can be?
I think its important that if you
want people to grow and learn
you have to be tolerant of mis-takes. Thats crucial. You have to
understand that learning in com-
plex environments inevitably is
going to require some process of
experimentation and trial and er-
ror. The environments that foster
the greatest amounts of learning
are those that find a way to make
it safe and productive to fail.
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I think that the measure
o a successul society is that it
has multiple avenues to ulfllment.
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AUGUST CREATIVITY CREATIVITY CREATIVITY CREATIVITY CRE
26
THE NEW-AGEPublishing House:All Squares Down with
The Domino ProjectSeth Godin, one o business most
innovative thinkers and a veteran
o the publication world, is using
personal insight into the business
and a creative new platormin order to challenge the system:
the Amazon-powered publishing
company The Domino Project (TDP).
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VITY CREATIVITY CREATIVITY CREATIVITY CREATIVITY
27
What will be the solution to the
ooming issue of the classic pub-
shing house? It is a question
hat will affect us all as active
book readers. Technologies such
as the iPad, Kindle, Nook, and
other e-readers have disrupted
he industry, however from the
publishers side there have been
ew impactful responses other
han lowering the price of books
or these wireless devices. SethGodin, one of business most
nnovative thinkers
and a veteran
of the publica-
on world, is
using personal
nsight into the
business and
a creative newplatform in or-
der to challenge
he system: the
Amazon-powered hy-
brid publishing/marketing
company The Domino Project
TDP). No matter the outcome,
t is sure to cause ripples in the
ystem that will change the waywe buy and share books.
Author of multiple bestsellers,
Seth Godin is a familiar face in the
world of publication, founding his
rst book-packaging business in
986. His 2004 website, aimed
at spreading ideas online, turned
over to 800-CEO-READ in 2005,which is now the leading distribu-
tor of business literature in the
United States. Convinced that the
publishers of today are not making
the necessary steps to survive the
past years technological advanc-
es, Godin has taken measures into
his own hands with TDP. The inno-
vative company seeks to be a pub-
lisher that has a direct connection
with customers, is able to produce
intellectual property that spreads,
and do so at a low cost.
Testing the waters with a new
book initiative, in March 2011
Godin kicked the off company
with the release of his thirteenth
book and the results show that
TDP could in fact be the game-
changing platform the neo-
publishing world has awaited.
Poke the Boxis (appropriately) amanifesto about starting, and
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sold more in the first month than
any other book hes written.
What are the characteristics that
set this book and, more impor-
tantly, the publishing company,
apart? The answers all require
creative solutions. In TDPs July
release entitled Anything You
Want by Derek Sivers, Found-
er of CD Baby, the purchase
comes with a code for 200 free
songs by indie musicians. Thismay not sound so alarming;
however when you con-
sider that Sivers is
deeply connected
to the indie music
world and Amazon
is one of the worlds
most innovative
companies in utiliz-ing social data, the
implications can be far-
reaching. This combination
results in very specific customer
data for a market segmentation,
and extremely advantageous di-
rect marketing information. As
of July, TDP had released four
titles, each topping the Top 10List on Amazon (hardcover, Kin-
dle, or both), with over 250,000
total copies sold. In the follow-
ing four week the publisher will
have release four more titles.
Launching in March of this year,
there is still much to be seen
from the publisher in terms of
books as well as creative ideas.Stay tuned!
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AUGUST CREATIVITY CREATIVITY CREATIVITY CREATIVITY CRE
28
Paola Antonelli
DESIGNERS ASREVOLUTIONARIES
The senior curator at The Museum of Modern Art discusses how designers
help translate new technologies into user-friendly products that effect
everyday human behavior.
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VITY CREATIVITY CREATIVITY CREATIVITY CREATIVITY
29
James Cameron
BEHIND-THE -SCENESo Avatar: The Challenges
and Triumphs
The world-renowned screen writer and director discusses the challenges of managing a creative enterprise and the
problem-solving process while on the scene of Avatar.
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363534333231
363534333231
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SEPTEMBER RETHINKING YOUR BRAND RETHINKING YOUR BRA
30
Guy Kawasakis
to Enchantment, Applied to Facebook
10 Steps
By Florencia Lauente, contributor to Gestin
From his latest book, Enchantment, these 10 tips
have been applied to Facebook and demonstrate
how you can efectively engage consumers whilealso strengthening your brand.
Apple Fellow, Silicon Valley venture capitalist, co-founder of All-
top.com, and bestselling author of ten books, Guy Kawasakis
entrepreneurial projects have demonstrated that he is at the
forefront of understanding technologys impact on, and rela-
tionship with, marketing and branding in the digital age. These
10 tips on engaging customers have been adapted from hislatest book, Enchantment, and are applied to Facebook.
Achieve likability
This is the rst and most essential
step to begin to seduce potential
clients. Every status update, com-
ment, photograph or video that is
published in your page should be
positive. If there is a discussion
to be had, do it privately through
messaging, but not in public like
on your wall.
1
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D RETHINKING YOUR BRAND RETHINKING YOUR BRAND
31
The top brand consultant, best-
selling author and global referenceon neuromarketing discusses
how the most powerful brands are
targeting the non-conscience part
of the brain.
Martin Lindstrom
Trend: Subconscious Branding
Achieve trustworthiness
Although a consumer may now
ke your company, this doesnt
necessarily mean that they asso-ciate it with condentiality. Inspir-
ng condence in clients begins
with rst demonstrating that you
rust them, and can be shown in
he form of allowing and encour-
aging their participation.
Create a great cause
Next, give your page purpose: be
profound, intelligent, replete, and
elegant while also empowering
and inspiring your followers.
2
3 4Publish images
Visual aid is absolutely necessary
on a Facebook page. Engage and
encourage your customers with
these pictures.
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SEPTEMBER RETHINKING YOUR BRAND RETHINKING YOUR BRA
32
The Chief Global Analyst at Mill-
ward Brown (a top marketing andbrand consultancy) describes the
characteristics necessary for a
company to create an enduring,
robust brand.
Nigel Hollis
How to Create a Strong Brand
7Comment on the
comments o ans
Short but concise responses such
as Great! dont need much at-
tention, but when a comment is
more direct and explicit, be sure to
reply. Customers want to see that
you are attentive, and in many cas-
es more than one client will havethe same preoccupation. When it
comes to a wall reply, be sure to
embody these 3 key characteris-
tics: fast (within 24 hours), quantity
(consistently respond to all), and
continuity (make comments the
center of your Facebook activity).
5Be aware o quality
Whatever the picture, video or
post, be sure that it is in good qual-
ity: good light, focused, appropri-
ately sized, and adds value.
6Reply to all messages
Keeping your clients happy and
well-attended to makes a lasting
impression.
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D RETHINKING YOUR BRAND RETHINKING YOUR BRAND
33 CLICK HEREShare with a colleague!
8
9
10
Show appreciation
Thank clients for purchas-
ng products, again and
again. Not only does this create
a relationship with the consumer,
but also shows the community who
s buying what.
Use the reveal tab tool
Next, begin to use the die and re-
veal tab in order to hide promotions
and deals to those who arent fans
of the page, as well as openly offer
them to followers. This is a greatway to market directly to clients as
well as giving them a reason to be
part of the community.
Repeat what has beenproven as successul
When a certain comment or post
is successful (has a lot of Likes
or comments), dont be afraid to
repeat. Although many experts
say not to, think of it this way:
do you read every publication of
every person you are following?
Dont let a good one fall through
the cracks!
And one more freebie: sign in
as a non-administrator every
once in a while to see what
your clients are seeing.
This will give you an allnew prospective of what
you are communicating.
Gestin V. 16, SEP-OCT 2011
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OCTOBER STRATEGY & EXECUTION STRATEGY & EXECUTIO
34
From
PAPERto
REALITY
An interview with Chris Trimble by Viviana Alonso,contributor or Gestin
One o the keys to a successul
new product is resolvingconict between those in charge
o day-to-day operations and
those responsible to innovate.
In this interview with ChrisTrimble, Proessor o the Tuck
School o Business (Dartmouth),
he explains how to successully
execute innovation.
Why dedicate ten years
to studying the execution
o innovation? What is
the central idea?
Businesses arent designed for
innovation; they are designed
to be efficient. When compa-nies are first established it is all
about innovation, but with the
first signs of commercial suc-
cess there is a new demand to
maximize profits. To grow and
mature, the evolution of com-
panies is usually very similar: at
the beginning investors look for
innovation and growth and lateron they want profit. In order to
satisfy these desires a company
must concentrate their efforts on
productivity and efficiency, and
the pressure to obtain results be-
comes the key to how a compa-
ny matures over time. Focused
on revenue, an organization puts
aside projects that dont returnimmediate results. Logically, a
company will continue to repeat,
with more efficiency, the format
that has already functioned.
However, in reality this turns into
a companys biggest limitation.
Innovation is uncertain and ab-
normal, which are generally not
the characteristics a companylooks for in a project.
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STRATEGY & EXECUTION STRATEGY & EXECUTION
35 CLICK HEREShare with a colleague!
What are the principle
causes o such conict?
There are both practical and emo-
onal reasons. The practical ones
are related to competition for re-
ources, including both monetary
as well as access to necessary
materials. The people who man-
age daily operations have a repu-ation for being against innova-
on, as they maintain an attitude
hat they may harm the brand and
central business. However, there
are also emotional conicts. For
example, sometimes people who
are involved directly in the inno-
ation projects propose initiatives
hat rethink the future of the com-pany. Unfortunately, this can come
across as being arrogant, which
can irritate the rest. Whatever the
oot cause of conict, it is funda-
mental to get past it. The key is in
orming an association between
he people dedicated to develop-
ng innovation and those who who
manage day-to-day business.
How does an organization
achieve such an
association?
There are three basic steps. First,
determine the responsibilities of
hose who are the motor of per-ormance and those that are in
charge of innovation. Next, estab-
lish the roles and organization of
the innovation team. Finally, it must
be the leader of innovation that en-courages the collaboration of all
areas of the company.
How do you then
determine responsibilities?
The rst driving factor is to appoint
tasks to the day-to-day people.However two limitations immedi-
ately appear here. The rst is ob-
vious: some innovation demands
ability and knowledge that they
dont yet possess, and can be
hard to dene. The second has
to do with relationships within the
workplace and changing the way
people are accustomed to workwith one another. It is difcult to
achieve interaction and collabora-
tion between two people who are
not used to working together, all
while maintaining everyday respon-
sibilities. If colleagues arent used
to working with one another and
in their day-to-day work they are
usually without communication, itis very difcult to create a connec-
tion. For example, when BMW de-
veloped their hybrid car they had
to develop a team specically ded-
icated to design the brakes. Re-generative breaking captures part
of the produced energy necessary
to achieve movement; an electric
generator in the brake recharges
the battery of the car when veloc-
ity slows. In the routine workplace,
the brake specialists never worked
with the battery specialists. There-
fore, as an incentive to collaborate,BMW created a workgroup speci-
cally dedicated to developing re-
generative brakes.
Failures are obviously a
part o innovating. How
do you manage them?
It is an unfortunate part of the in-
novation process, however, if you
are going to fail, it is better that it
happens earlier rather than later,
before too much money has been
spent. Disciplined experimentation
helps: if you are going to fail, that it
happens quickly and without much
monetary investment. Gestin
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NOVEMBER GLOBAL ECONOMY GLOBAL ECONOMY GLOB
36
THE NEW GENERATIONOF ENTREPRENEURS:Extraordinary
Stories thatbegan with
an Extraordinary
IdeaBy Florencia Lauente
In Latin America or
Arica, Brazil or India, a
new type o entrepreneur
is emerging who
doesnt have anationality or a concept o
rontiers. When change
is proposed, they begin
in the terrain they see
most ertile and look to
create a global efect.
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ECONOMY GLOBAL ECONOMY GLOBAL ECONOMY
37
Sixty million children of school
age dont attend.93% of the adult
world population does not have acollege degree. Of the 2.2 billion
children in the world, one out of ev-
ery two lives in poverty. 1.5 billion
dont have access to electricity.
Almost half of humanity uses solid
uels (carbon, biomass, and waste)
or heat or cooking purposes. Two
billion individuals die every year of
icknesses and accidents related
o the burning of fossil fuels; 44%
of them children. Around 1.1 bil-
on people habit refugee camps
without the basic necessities. The
chest 20% of the population uses
China: the country that seems
to be on everyones mind. Hearwhat former U.S. Treasury Sec-
retary Robert Rubins thoughts
are on the state of the growing
super power, and international
implications.
Robert Rubin
Where Will China be in 5 Years?
76.6% of global consumption; the
poorest 5% use just 1.5%. Data
collected from the World Bank, theUnited Nations, and the National
Bureau of Economic Research of
the U.S. For the new generation of
social entrepreneursan unprec-
edented innovative force in the
world, these problems have so-
lutions. It is just a matter of nding
the right model.
Point o lit of
The concept of environmentally-
friendly companies is nothing new;
they have existed for decades.
However, in the last couple of
years with hybrid technology build-
ing speed, they have transformedinto a key resource for entrepre-
neurs who want to develop high
impact, sustainable business ven-
tures. The most ideal combina-
tion for these projects result in the
combination of two types of orga-
nizations: one that appeals to the
public while also being protable.
Previously, models functioned with
eco-friendly franchises stemming
from the head of an organization;
however the latest trends show
that they are now forming part of
the core spirit of a company. One
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NOVEMBER GLOBAL ECONOMY GLOBAL ECONOMY GLOB
38
The economist credited with
predicting the current globaleconomic crisis discusses the
positive and negative outlooks
of the global economy.
Nouriel Roubini
The Future o the Global Economy
example is of the U.S. classica-
tion of a Low-Prot Limited Liability
Company (L3C), which is a busi-
ness entity that bridges the gap be-tween non-prots and for-prots.
The organization then enjoys fewer
regulations from the IRS to achieve
socially benecial goals, while also
taking advantage of a structure
that facilitates investments. Anoth-
er example is the ever-more popu-
lar B Corporations, organizations
that are required by law to create
general benet for society as well
as for shareholders.
Entire industries are transforming
in order to comply with these new
standards. Following a JPMor-
gan report Impact Investments
2010, impact investmentsti-
tled so because for their dedica-
tion to achieving positive social,
environmental, and financial re-
turnsthat are committed to
solving problems such as access
to water, healthcare, educa-
tion and financial services in the
part of the global population that
earns less than $3,000 (USD) per
year, will during this decade rep-
resent an investment opportunity
between $400 million and $1 bil-
lion, with the possibility to gen-
erate gains of between $ 183 to
$667 million.
Case studies: The
companies that are
already embracing thesemodels Risky Investments?
For Colombian industrial engineer
Felipe Vergara, who received his
MBA from Wharton and is a former
consultant at McKinsey, people
represent a major opportunity to
generate returns. With that men-
tality, he founded Lumni, a hybridcompany dedicated to nancing
the college educations of low-
income children. Along with his
partner Miguel Palacios who has a
PhD in nance from Haas School
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ECONOMY GLOBAL ECONOMY GLOBAL ECONOMY
39 CLICK HEREShare with a colleague!
of Business of the University of
California, they imagined a student
credit system radically different
rom what traditional banks offerhigh interest rates and long-term
pay off dates). Lumni instead has a
nancial model with private funds,
based in contracts made with hu-
man capital: a student that receives
benets must return a percentage
of future gains after graduation and
over a set period of time. Protabil-
y perceived by an investor in thismodel depends on the success of
young professionals.
On average, Lumni awards credit
of between $5,800 and 6,400
USD) per student. Today, the orga-
nization has received $17 million,
with which they have nanced the
education of 1,900 young adults in
Chile, Colombia, Mexico and the
U.S. Average return on investment
has exceeded by 7 points the aver-
age Dow Jones industrial index.
Healthcare on Wheels
More than 24 percent of the 194million Brazilian inhabitants live
below the poverty line, according
o data given by the World Bank.
However, 150 million people rely
on a public health system that is
overwhelmed and inefcient.
Robert Kikawa, gastroenter-
ologist and engineer, cameup with a revolutionary idea
that brings health services to
at-need communities: to con-
struct hospital on wheels that
pass through towns and vil-lages. Projeto CIES is a hybrid
company that today operates
as the largest mobile medical
clinic in the world. Since its
launch in 2008 the organiza-
tion has treated over 24,000
people in 10 different areas of
medical specialties.
Kikawas innovative initiative
forms part of a larger manage-
ment strategy shared between
public and private initiatives, as
well as with civil society organi-
zations. The idea is to compli-
ment the governmental health
program, Sistema nico deSalud, which was created in
1988 by the Brazilian govern-
ment to guarantee health care
assistance to the entire popula-
tion. Projeto CIES design stra-
tegic management models spe-
cific to individual community
needs, and puts into action a
national public health plan. Theorganization also sells medical
trucks to other countries such
as Angola, Colombia, Italy, Ni-
geria, Panama and Venezuela,
among others.
For all his efforts, Kikawa was
named Social Entrepreneur
of the Year in 2011 by theSchwab Foundation.
Books or a Better World
BetterWorld Books is a very special
bookstore. Created in 2002 by Xavier
Helgesen and Christopher Fuchs, the
base of the business is selling used,
donated and discarded books col-
lected by a network of 1,800 universi-
ties and over 2,000 bookstores all over
the U.S. The mission of BetterWorld
Books, certied as a B Corporation,
is to elevate literacy and education
levels, using close to 30% of sales to
achieve this end by donating to differ-
ent countries all over the world. The
company sells over 10,000 books
a day and has perceived income of
over $30 million annually. From this
foundation 53 million books have
generated around $10 billion in funds
for kids and adults without previous
educational resources.
Fragments taken from Gestin,V.16 N.6, November-December 2011
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THOUGHTLEADERSHIP
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World Leadership Forum MexicoMay 16-17, 2012 | Centro Banamex
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World Business Forum BsAsOctober 29-30, 2012
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World Business Forum MilanoNovember 6-7, 2012
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