On September 11, 2001, nearly 3,000 people died in terrorist attacks upon the United States. Hijacked planes struck the World Trade Center and the Pentagon, while an additional plane crashed into the fields of Pennsylvania. This series of events resu...

The 9/11 Commission Report

Increasing your energy capacity is the best way to get more work done faster and better. From the October 2007 issue of Harvard Business Review.

Manage Your Energy, Not Your Time

Businesses hoping to survive over the long term will have to remake themselves into better competitors at least once along the way. These efforts have gone under many banners: total quality management, reengineering, rightsizing, restructuring, cultu...

Leading Change

The CEO and president of IDEO writes that when designers are involved from the very beginning of the innovation process, startling new ideas can result - as a U.S. health care provider, a Japanese bicycle components manufacturer, and a system of Indian eye hospitals learned.  This article was first published in the June 2008 issue of Harvard Business Review.

Design Thinking (Harvard Business Review)

An extensive study of the world's best service companies reveals the principles on which they're built.  From the April 2008 issue of Harvard Business Review.

The Four Things a Service Business Must Get Right (Harvard Business Review)

Roger Martin looks beyond the actions of great leaders. He says the lessons we really need to learn come from what goes on in their heads - particularly the way they creatively build on the tensions among conflicting ideas.  From the June 2007 issue of Harvard Business Review.

How Successful Managers Think (Harvard Business Review)

Michael E. Porter, the Bishop Lawrence University Professor at Harvard University, and Thomas H. Lee, chief medical officer at Press Ganey and the former network president of Partners HealthCare, write about why providers must lead the way in making value the overarching goal.This article was first published in the October 2013 issue of Harvard Business Review.

The Strategy That Will Fix Health Care (Harvard Business Review)

Best-selling writer and biographer Walter Isaacson deconstructs the late Apple CEO’s business brilliance.  This article was first published in the April 2012 double issue of Harvard Business Review.

Leadership Lessons of Steve Jobs

Leading Change: Why Transformation Efforts Fail

Pixar�s success comes from a set of principles and practices for managing creative talent and risk. This article was first published in the September 2008 issue of Harvard Business Review.

How Pixar Fosters Collective Creativity (Harvard Business Review)

A four-step process that will help you become a better public speaker by creating a true emotional connection with your audience.  This article was first published in the November 2008 issue of Harvard Business Review.

How to Become an Authentic Speaker (Harvard Business Review)

Daniel Goleman, codirector of the Consortium for Research on Emotional Intelligence in Organizations at Rutgers University, writes about how great leaders have learned to focus their attention in three ways: on themselves, on others, and on the wider world.This article was first published in the December 2013 issue of Harvard Business Review.

The Focused Leader (Harvard Business Review)

Hear why "buying to sell" can generate a much higher return on investment than the public company practice of "buying to keep". From the September 2007 issue of Harvard Business Review.

The Strategic Secret of Private Equity (Harvard Business Review)

Learn how generation gaps are actually just part of a historical pattern - a pattern we can use to forecast market, workplace, and social trends for decades. From the July 2007 issue of Harvard Business Review.

The Next 20 Years

©2007 by the President and Fellows of Harvard College, All Rights Reserved; (P)2007 Audible Inc.Increasing your energy capacity is the best way to get more work done faster and better. From the October 2007 issue of Harvard Business Review.

Even for the most gifted individuals, the process of becoming a leader is an arduous, albeit rewarding, journey of continuous learning and self-development. The initial test along the path is so fundamental that we often overlook it: becoming a boss ...

Becoming The Boss (Harvard Business Review)

A four-part process for defining problems in a way that invites innovative solutions.This article was first published in the September 2012 issue of Harvard Business Review.

Are You Solving the Right Problem? (Harvard Business Review)

Hear why the best way to get what you're after in a negotiation - sometimes the only way - is to approach the situation the way a detective approaches a crime scene. From the September 2007 issue of Harvard Business Review.

Investigative Negotiation (Harvard Business Review)

One of the secrets to maintaining a thriving business � being able to recognize when it needs a fundamental change.  This article was first published in the December 2008 issue of Harvard Business Review.

Reinventing Your Business Model

 Marco Bertini, an assistant professor of marketing at London Business School, and Luc Wathieu, the associate dean of faculty at the European School of Management an Technology, write that – your best tool for getting people to see beyond price may be the price itself. This article was first published in the May 2010 issue of Harvard Business Review.

How to Stop Customers from Fixating on Price

Dan Ariely, a professor of Behavioral Economics at Duke University, writes about how it's time for companies to abandon the assumption that customers, employees and managers make logical decisions.  This article was first published in the July 2009 issue of Harvard Business Review.

The End of Rational Economics (Harvard Business Review)

Anita Elberse, the Lincoln Filene Professor of Business Administration at Harvard Business School, and Sir Alex Ferguson, recently retired manager of the British football club Manchester United, write about leadership lessons from one of the greatest coaches in sports.This article was first published in the October 2013 issue of Harvard Business Review.

Ferguson’s Formula (Harvard Business Review)

You'll hear why even the largest and most complex teams can work together effectively if the right conditions are in place.  From the November 2007 issue of Harvard Business Review.

Eight Ways to Build Collaborative Teams (Harvard Business Review)

The acting president and CEO of the Harvard Management Company writes that fulfillment doesn't come from clearing hurdles others set for you; it comes from clearing those you set for yourself.  This article was first published in the July/August 2008 issue of Harvard Business Review.

Reaching Your Potential (Harvard Business Review)

In an economy driven by ideas and intellectual know-how, top executives recognize the importance of employing smart, highly creative people. But if clever people have one defining characteristic, it's that they do not want to be led. So what is a lea...

Leading Clever People (Harvard Business Review)

Roger L. Martin, a professor and the former dean at the University of Toronto’s Rotman School of Management, writes about how a detailed plan may be comforting, but it’s not a strategy.This article was first published in the January/February 2014 issue of Harvard Business Review.

The Big Lie of Strategic Planning (Harvard Business Review)

The Toyota Production System may be one of the world's most-vaunted management approaches, but it isn't the only reason for the company's success. A new study reveals that Toyota's culture of contradictions generates innovative ideas and allows the company to pull ahead of competitors - sometimes incrementally, sometimes radically. This article was first published in the June 2008 issue of Harvard Business Review.

The Contradictions That Drive Toyota's Success (Harvard Business Review)

Robert S. Kaplan, a Baker Foundation Professor at Harvard Business School, and Michael E. Porter, the Bishop William Lawrence University Professor at Harvard, write that the biggest problem with health care isn’t with insurance or politics – it’s that we’re measuring the wrong things the wrong way.This article was first published in the September 2011 issue of Harvard Business Review.

How to Solve the Cost Crisis in Health Care (Harvard Business Review)

Financial and economic historian, Niall Ferguson, writes about how the United States financial system will be a shadow of its former self once the economic crisis ends but America will be stronger than ever.  This article was first published in the July 2009 issue of Harvard Business Review.

The Descent of Finance (Harvard Business Review)

Giovanni Gavetti, an associate professor at Harvard Business School, reports on how cognitive limitations obstruct us from dreaming up truly innovative ways of doing business – and how we can overcome them.  This article was first published in the July/August 2011 issue of Harvard Business Review.

The New Psychology of Strategic Leadership (Harvard Business Review)

Linda A. Hill, a professor of Business Administration at Harvard Business School, Greg Brandeau, head of technology at Pixar, Emily Truelove, a researcher and a PhD candidate at the MIT Sloan School of Management, and Kent Lineback, a manager and exe...

Collective Genius (Harvard Business Review)

How capitalism can be reinvented – in order to unleash a wave of innovation and growth.This article was first published in the January 2011 issue of Harvard Business Review.

Created Shared Value (Harvard Business Review)

Learn how buyout firms can see opportunity for value enhancement in five key areas - and how to beat them to the punch.  From the November 2007 issue of Harvard Business Review.

If Private Equity Sized Up Your Business (Harvard Business Review)

Manfred F. R. Kets de Vries, a professor of Leadership Development and Organizational Change at Insead, reports on how bosses who suffer from narcissism, manic depression, and other serious disorders can make organizations miserable.This article was first published in the April 2014 issue of Harvard Business Review.

Coaching the Toxic Leader (Harvard Business Review)

Michael Useem, a professor of management at the University of Pennsylvania's Wharton School, writes about how the military helps students internalize essential leadership precepts.This article was first published in the November 2010 issue of Harvard Business Review.

Four Lessons in Adaptive Leadership (Harvard Business Review)

The complexities of deal making and how what happens away from the bargaining table can be critical to success.This article was first published in the November 2012 issue of Harvard Business Review.

Deal Making 2.0: A Guide to Complex Negotiations (Harvard Business Review)

Among the tests of a leader, few are more challenging and more painful than recovering from a career catastrophe. Most fallen leaders, in fact, don't recover. Still, two decades of consulting experience, scholarly research, and their own personal exp...

Firing Back

This issue includes four complete articles, all on the theme of this month's issue: leadership. In "Becoming the Boss", Linda Hill offers some tips from common mistakes first time managers make. In "Firing Back", Jeffrey Sonnenfeld and Andrew Ward ta...

Harvard Business Review

The five "discovery skills" that separate true innovators from the rest of us.  This article was first published in the December 2009 issue of Harvard Business Review.

The Innovators DNA (Harvard Business Review)

Why smart companies are matching their risk management to the nature of the threats they face.This article was first published in the June 2012 issue of Harvard Business Review.

Management Risk: A New Framework (Harvard Business Review)

Alex Rawson and Ewan Duncan, partners in McKinsey’s Seattle office, and Conor Jones, a partner in its Dublin office, write about why it’s the customer’s end-to-end journey that is most important – not touchpoints.This article was first published in the September 2013 issue of Harvard Business Review.

The Truth About Customer Experience (Harvard Business Review)

Ram Nidumolu, the founder and CEO of InnovaStrat, C.K. Prahalad, a professor of Strategy at the University of Michigan, and M.R. Rangaswami, founder of the Corporate Eco Formun, report on how being environmentally-friendly is more than just a corporate social responsibility. It's the road to innovation.  This article was first published in the September 2009 issue of Harvard Business Review.

Why Sustainability is Now the Key Driver of Innovation (Harvard Business Review)

You should keep it simple if you want to keep your customers.This article was first published in the May 2012 double issue of Harvard Business Review.

To Keep Your Customers, Keep it Simple (Harvard Business Review)

Rob Goffee, a professor of organizational behavior at the London Business School, and Gareth Jones, a professor at the IE Business School in Madrid, unveil a six-part agenda for executives who aim to give employees what they really need to be their most productive.This article was first published in the May 2013 issue of Harvard Business Review.

Creating the Best Workplace (Harvard Business Review)

A new system allows the traditional hierarchy to operate in concert with a companywide “strategy network” that holds the key to nimble change.This article was first published in the November 2012 issue of Harvard Business Review.

Accelerate! (Harvard Business Review)

Hear how the wise consumer of a forecast is not a trusting bystander, but a participant and, above all, a critic. Paul Saffo presents six common sense rules for distinguishing good forecasts from bad - and for developing your own. From the July 2007 issue of Harvard Business Review.

Six Rules for Effective Forecasting (Harvard Business Review)

David C. Edelman, a co-leader of McKinsey & Company's Global Digital Marketing Strategy practice, reports on how driving online advocacy may be the most effective way to strengthen your brand.This article was first published in the December 2010 issue of Harvard Business Review.

Branding in the Digital Age: You're Spending Your Money in All the Wrong Places (Harvard Business Review)

The five "discovery skills" that separate true innovators from the rest of us. This article was first published in the December 2009 issue of Harvard Business Review.

Niraj Dawar, a professor of marketing at the Ivey Business School in Ontario, reports on how customers and the market now stand at the core of business – and how this requires a rethink of the traditional principles of strategy.This article was first published in the December 2013 issue of Harvard Business Review.

When Marketing IS Strategy (Harvard Business Review)

Ram Nidumolu, the founder and CEO of InnovaStrat, C.K. Prahalad, a professor of Strategy at the University of Michigan, and M.R. Rangaswami, founder of the Corporate Eco Formun, report on how being environmentally-friendly is more than just a corporate social responsibility. It's the road to innovation. This article was first published in the September 2009 issue of Harvard Business Review.

Every piece of the company plays a part, every failure breeds success, and every success demands improvement. From the April 2008 issue of Harvard Business Review.

Reverse Engineering Google's Innovation Machine (Harvard Business Review)

Chris Zook and James Allen, partners at the global consulting firm Bain & Company, report on how leveraging a simple formula allows companies to create new and more lasting differentiation.This article was first published in the November 2011 issue of Harvard Business Review.

The Great Repeatable Business Model (Harvard Business Review)

Jeff Weiss and Jonathan Hughes of Vantage Partners – a consultancy specializing in corporate negotiations and relationship management – and Major Aram Donigian, an assistant professor at West Point, write about what U.S. soldiers in Afghanistan have learned about the art of managing high-risk, high-stakes situations.This article was first published in the November 2010 issue of Harvard Business Review.

Extreme Negotiations (Harvard Business Review)

Discover how new research shows that its tough to make a lot of money and run the show at the same time.  From the February 2008 issue of Harvard Business Review.

The Founder's Dilemma (Harvard Business Review)

James I. Merlino, a colorectal surgeon and the chief experience officer at Cleveland Clinic, and Ananth Raman, the UPS Foundation Professor of Business Logistics at Harvard Business School, write about how the Cleveland Clinic’s transformation to a truly patient-centered hospital holds lessons for any organization looking to compete on service excellence.This article was first published in the May 2013 issue of Harvard Business Review.

Health Care’s Service Fanatics (Harvard Business Review)

Suzanne de Janasz, a professor of leadership and organization development at IMD in Lausanne, Switzerland, Kees van der Graaf, the former head of Unilever’s European business, and Michael Watkins, cofounder and chairman of Genesis Advisers and a professor of leadership and organizational change at IMD, report on how to give a new executive the best possible start.This article was first published in the June 2013 issue of Harvard Business Review.

It’s All About Day One (Harvard Business Review)

Kimberlyn Leary, an associate professor of psychology in psychiatry at Harvard Medical School, Julianna Pillemer, a researcher at the Center for Creative Leadership in Colorado Springs, and Michael Wheeler, a professor of management, write about why it’s important to understand and harness the feelings associated with high-stakes deal making.This article was first published in the January 2013 issue of Harvard Business Review.

Negotiating with Emotion (Harvard Business Review)

A leading food processing company demonstrates how to create an organization that combines managerial discipline and market-centric flexibility – without bosses, titles, or promotions.This article was first published in the December 2011 issue of Harvard Business Review.

First, Let’s Fire All the Managers (Harvard Business Review)

Yvon Chouinard, a rock climber and the founder and chairman of Patagonia, Jib Ellison, a river guide and the founder of the strategy consultancy, Blu Skye, and Rick Ridgeway, a mountain climber and a vice president of Patagonia, write about how the viability of business depends on the resources of healthy ecosystems and the stability of just societies.  This article was first published in the October 2011 issue of Harvard Business Review.

The Sustainable Economy (Harvard Business Review)

When some managers take over a new job, they hit the ground running. They learn the ropes, get along with their bosses and subordinates, gain credibility, and ultimately master the situation. Others, however, don't do so well. What accounts for the d...

When a New Manager Takes Charge (Harvard Business Review)

Cass R. Sunstein, the Robert Walmsley University Professor at Harvard Law School, and Reid Hastie, the Ralph and Dorothy Keller Distinguished Service Professor of Behavioral Science at the University of Chicago Booth School of Business, report on behavioral research that suggests some fairly simple ways to achieve "the wisdom of crowds."  This article was first published in the December 2014 issue of Harvard Business Review.

Making Dumb Groups Smarter (Harvard Business Review)

David A. Lubin, chairman of the Sustainability Network, and Daniel C. Esty, a professor of Environmental Law and Policy at Yale, offer valuable lessons for leaders from previous game-changing megatrends.This article was first published in the May 2010 issue of Harvard Business Review.

The Sustainability Imperative (Harvard Business Review)

In 1976, Genentech, the first biotechnology company, was founded by a young venture capitalist and a university professor to exploit recombinant DNA technology. Thirty years and more than $300 billion in investments later, only a handful of biotech f...

Can Science be a Business? Lessons from Biotech (Harvard Business Review)

The success of an executive team depends heavily on the relationships the boss has with his or her direct reports. Yet the leadership literature has had little to say about what is expected in those relationships on either side. Larry Bossidy, former...

What Your Leader Expects of You (Harvard Business Review)

Adam Grant, a professor of management at the University of Pennsylvania’s Wharton School, writes about how your organization’s success depends on the generosity of your employees.  This article was first published in the April 2013 issue of Harvard Business Review.

In the Company of Givers and Takers (Harvard Business Review)

Rethinking the way prices are set can expand the pie for everyone.  This article was first published in the June 2012 issue of Harvard Business Review.

Pricing to Create Shared Value (Harvard Business Review)

Every talent management process in use today was developed half a century ago. It's time for a new model.  From the March 2008 issue of Harvard Business Review.

Talent Management for the 21st Century (Harvard Business Review)

How to overcome deep-seated behaviors that block organizational change.This article was first published in the September 2010 issue of Harvard Business Review.

Mistakes Leaders Keep Making (Harvard Business Review)

Morten T. Hansen, a professor of management at the University of California, Berkeley, Herminia Ibarra, a professor of Leadership and Learning and Organizational Behavior at Insead in France, and Urs Peyer, an associate professor of finance at Insead, take a look at one-hundred chief executives who truly delivered the goods to shareholders.This article was first published in the January 2013 issue of Harvard Business Review.

The Best-Performing CEOs in the World (Harvard Business Review)

©2008 by the President and Fellows of Harvard College, All Rights Reserved; (P)2008 Audible Inc.One of the secrets to maintaining a thriving business is being able to recognize when it needs a fundamental change. This article was first published in the December 2008 issue of Harvard Business Review.

Robert E. Kaplan and Robert B. Kaiser write about how to become a more balanced leader.  This article was first published in the February 2009 issue of Harvard Business Review.

Stop Overdoing Your Strengths (Harvard Business Review)

Solvay Pharmaceuticals and Quintiles used the balanced scorecard management system and a strategy map to make their partnership a rousing success  This article was first published in the January/February 2010 Special Double-Issue of Harvard Business Review.

Managing Alliances with the Balanced Scorecard (Harvard Business Review)

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...

In Praise of the Incompetent Leader (Harvard Business Review)

Hear why the "glass ceiling" metaphor doesn't accurately depict the complex, varied barriers women encounter today in their pursuit of senior leadership roles.  From the September 2007 issue of Harvard Business Review.

Women and the Labyrinth of Leadership (Harvard Business Review)

Claudio Fernandez-Araoz, Boris Groysberg, and Nitin Nohria, offer a strategy to help you win the war for talent once the recession lifts.  This article was first published in the May 2009 issue of Harvard Business Review.

The Definitive Guide to Recruiting in Good Times and Bad (Harvard Business Review)

You'll discover solutions that are ideal for overly cautious companies.  From the December 2007 issue of Harvard Business Review.

Is It Real? Can We Win? Is It Worth Doing? Managing Risk and Reward in an Innovation Portfolio (Harvard Business Review)

The key questions you must be able to answer if you want to keep growing as a leader.This article was first published in the January 2011 issue of Harvard Business Review.

Are You a Good Boss - Or a Great One? (Harvard Business Review)

 To really win customer's loyalty, forget the bells and whistles and just solve their problems. This article was first published in the July 2010 issue of Harvard Business Review.

Stop Trying to Delight Your Customers (Harvard Business Review)

A.G. Lafley, the chairman and CEO of Procter & Gamble, explains the unique role that CEO's play in an organization � and how they must link the outside to the inside.  This article was first published in the May 2009 issue of Harvard Business Review.

What Only the CEO Can Do (Harvard Business Review)

Why you should stop fighting your company’s culture – and start working with it and within it.This article was first published in the July/August 2012 issue of Harvard Business Review.

Cultural Change That Sticks (Harvard Business Review)

Shortly after Jim Hackett became CEO of Steelcase in 1994, the office-furniture manufacturer introduced two products. The Leap chair was a great success. But the Pathways office cubicle system ran into trouble from the start, plagued by R&D disputes, distribution misunderstandings, and product recalls. In this first-person account, Hackett explains how a company could fail as well as succeed.  From the April 2007 issue of Harvard Business Review.

Preparing the Perfect Product Launch (Harvard Business Review)

When a company is doing well, how would anyone know if it could improve? Learn about a landmark benchmarking study - comparing prosperous companies with firms that have done even better - that points the way. From the July 2007 issue of Harvard Business Review.

Four Principles of Enduring Success (Harvard Business Review)

The acting president and CEO of the Harvard Management Company writes that fulfillment doesn't come from clearing hurdles others set for you; it comes from clearing those you set for yourself. This article was first published in the July/August 2008 issue of Harvard Business Review.

You'll learn learn to generate far more - and far more useful - ideas when you construct new boxes for people to think in. From the December 2007 issue of Harvard Business Review.

Breakthrough Thinking from Inside the Box (Harvard Business Review)

David Simchi-Levi, a professor of engineering systems at MIT, William Schmidt, an assistant professor at Cornell University, and Yehua Wei, an assistant professor at Duke University, write about how to manage unpredictable supply-chain disruptions.This article was first published in the January/February 2014 issue of Harvard Business Review.

From Superstorms to Factory Fires: Managing Unpredictable Supply-Chain Disruptions (Harvard Business Review)

A look at the tenets of disruption theory, its usefulness and limitations, and its evolution over the past 20 years, by the leading experts on the subject.

What is Disruptive Innovation?

Today's overachieving professionals labor longer, take on more responsibility, and earn more than the workaholics of yore. They hold what Sylvia Ann Hewlett and Carolyn Buck Luce call "extreme jobs", which entail workweeks of 60 or more hours and hav...

Extreme Jobs

This special issue of Harvard Business Review, Managing for the Long Term, contains three full-length articles. First, Paul Saffo says the goal of forecasting is not to predict the future but to tell you what you need to know to take meaningful actio...

Harvard Business Review, Managing For the Long Term

Five mistakes that keep healthcare costs too high.  This article was first published in the November 2014 issue of Harvard Business Review.

How Not to Cut Health Care Costs (Harvard Business Review)

The characteristics that enable a company to grow revenues by at least 5 percent year after year.This article was first published in the January/February 2011 double issue of Harvard Business Review.

How the Growth Outliers Do It (Harvard Business Review)

Mikotaj Jan Piskorski, an associate professor in the strategy unit at Harvard Business School, writes about how businesses that thrive on social platforms don’t just sell stuff – they also help people connect.This article was first published in the November 2011 issue of Harvard Business Review.

Social Strategies that Work (Harvard Business Review)

Martin Reeves and Mike Deimler, partners at the Boston Consulting Group, report on how, in a world of constant change, the spoils go to the nimble.  This article was first published in the July/August 2011 issue of Harvard Business Review.

Adaptability: The New Competitive Advantage (Harvard Business Review)

Employers can choose from lots of tools when they want to encourage employees to work together toward a new corporate goal. One of the rarest managerial skills is the ability to understand which tools will work in a given situation and which will mis...

Tools of Cooperation and Change (Harvard Business Review)

Robert I. Sutton, a professor of management science and engineering at Stanford University, writes about what the best bosses do during the tough times. This article was first published in the June 2009 issue of Harvard Business Review.

How to Be a Good Boss in a Bad Economy (Harvard Business Review)

Discover how new research shows that its tough to make a lot of money and run the show at the same time.From the February 2008 issue of Harvard Business Review.

Your organization could use a bigger dose of creativity. Here's what to do about it.  This article was first published in the October 2008 issue of Harvard Business Review.

Creativity and the Roles of the Leader (Harvard Business Review)

Karan Girotra, a professor of technology and operations management at INSEAD, and Serguei Netessine, a professor of Global Technology and Innovation at INSEAD, write about how the secret to success lies in who makes what decisions when and why.This article was first published in the July/August 2014 issue of Harvard Business Review.

Four Paths to Business Model Innovation (Harvard Business Review)

Brent Adamson, managing director at CEB, Matthew Dixon, executive director at CEB, and Nicholas Toman, research director at CEB, report on how reps can’t sell to savvy customers by adhering to strict processes.This article was first published in the November 2013 issue of Harvard Business Review.

Dismantling the Sales Machine (Harvard Business Review)

Roberto Verganti, a professor of the management of innovation at Politencnico di Milano, writes about how companies can systematically create innovations that customers don’t even know they want.  This article was first published in the October 2011 issue of Harvard Business Review.

Designing Breakthrough Products (Harvard Business Review)

In this issue:IDEA WATCH "The Battle for China's Talent" by Conrad Schmidt. FEATURE ARTICLES "Capitalism for the Long Term" by Dominic Barton.  "A Step-by-Step Guide to Smart Business" by Eric T. Anderson and Duncan Simester. "Is the Bottom of the Pyramid Really for You?" by Ashish Karamchandani, Mike Kubzansky, and Nishant Lalwani.

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