1 Revie Cont t - ALADI · 2013-11-12 · Chobani's Founder on Growing a Start-Up Without Outside...
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s " t Cont hionorg " Gew C musin Revie the Radical Innovatio Playboigse_ October 2013 1 1 nov. 2013 "Special Forces" Innovation: How DARPA Attacks Problems A look at the unique model of the agency that developed the internet, GPS, stealth technology, and a long list of other radical inventions Regina E. Dugan and Kaigham J. Gabriel 8$ Corporate Venturing Well-run corporate venture-capital funds can be as savvy and nimble as the best private VCs. Here's how to reap the benefits and avoid the pitfalls. Josh Lerner ABOVE Monika Grzymala Swoosh, 2007 Ephemerat 3-D tape drawing with 2.8 km black and white masking tape HBR.ORG Putting innova- tion to work hbr.org/insights/ innovation October 2013 Harvard Business Review 7 ' . --- ......- :."...N .. , . . . . ' ..-. N- ..... ,„:::"'"Islis—,-..----................. '••:;... . ......., N.. .51.,...,,,- 1", "r..:,,-,.T.'-'• -------,- SPOTLIGHT ON BREAKTHROUGH INNOVATION - . _ . • • c -- , --4:4; -- --- -,...7.-..
Transcript of 1 Revie Cont t - ALADI · 2013-11-12 · Chobani's Founder on Growing a Start-Up Without Outside...
s" tCont
hionorg
"Gew C
musinRevie
theRadicalInnovatioPlayboigse_
October 2013
1 1 nov. 2013
"Special Forces" Innovation: How DARPA Attacks ProblemsA look at the unique model of the agency that developed the internet,GPS, stealth technology, and a long list of other radical inventionsRegina E. Dugan and Kaigham J. Gabriel
8$ Corporate Venturing Well-run corporate venture-capital funds canbe as savvy and nimble as the best private VCs. Here's how to reap thebenefits and avoid the pitfalls. Josh Lerner
ABOVEMonika GrzymalaSwoosh, 2007Ephemerat 3-Dtape drawingwith 2.8 kmblack and whitemasking tape
HBR.ORGPutting innova-tion to workhbr.org/insights/innovation
October 2013 Harvard Business Review 7
' . --- ......-
:."...N .. , .
. . .
' ..-. N- .....
,„:::"'"Islis—,-..----.................'••:;.... .......,N...51.,...,,,-
1", "r..:,,-,.T.'-'•-------,-
SPOTLIGHT ON BREAKTHROUGH INNOVATION
- ._ . •
• c -- , --4:4; -- ----,...7.-..
HBR.ORG
Featu res October 2013
THE BIG IDEA
The StrategyThat Will FixHealth CareProviders must lead the way inmaking value the overarching goal.Michael E. Porterand Thomas H. Lee
96Rethinking theDecision FactoryStructure knowledge work the wayprofessional services firms do—withcapabilities flowing to the projectsthat need them. Roger L. Martin 4
-06
116
Hoo.ORGThe future ofhealth carehbr.org/insights/healthcareConsulting on the
Cusp of DisruptionNot even the most prestigious managementconsultancies are immune to the forces ofchange. Clayton M. Christensen, Dina Wang,and Derek van Bever
Ferguson's FormulaLeadership lessons from one of the mostsuccessful coaches in the history of sports:the recently retired manager of the Britishfootball club Manchester UnitedAnita Elberse with Sir Alex Ferguson
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Chobani's Founder onGrowing a Start-UpWithout Outside InvestorsPrivate equity investors had titile to offerbut money—which the author could get fromhis bankers, thanks to the company's quicksuccess. Hamdi Ulukaya
127 1111,,17,10P,,F
Diaspora MarketingHow communities of emigrants are helpingemerging-market companies build globalbrands Nirmalya Kumar and Jan-BenedictE.M. Steenkamp
Scaling upa businesswithout VCs
8 Harvard Business Review October 2013
32 £1,‘-'EHL ti.RRESEARCH
Entrepreneurs Feel Closer toGod Than the Rest of Us DoWhy do people who launch companies praymore often than everyone else?
COLUMP'40 KEVIN SHARER
Define how your top people behave-with their input.
42 LESLIE DACH
To raise your company's standing in thepublic's eye, don't spin a better story.Actually change.
GREECE
Entrepreneurs andreligion page 32
What's makingAfrica boom?page 34
"I'm not looking forMichelin stars" page 152
CHINA
IP 913141 1::11.11 SnlewIt's My Turn Husband-and-wifeentrepreneurs clash over who gets to beCEO —and who stays home with the kids.Jim Sharpe and James Weber
152 LIFE'S WORKNobu Matsuhisa The owner of eponymousrestaurants in Los Angeles and New Yorktalks about his early apprenticeship, initialadversity, and partnership with the actorRobert De Niro.
Harvard Business Review October 2013
HBR.ORG
Departments October 2013
From the Editor
Interaction
1 d Natch25 [O EOPLE
HR for NeophytesThe five questions Une managers need toanswer as they increasingly take on dutiesPLUS The best—and worst—times of dayto schedule earnings calls, and why scaryhealth warnings on products can backfire
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Responsibilities fortalent managementare shifting.page 25
34 VIST.A, NTFF.1-
Seven Reasons WhyAfrica's Time Is NowSurprising facts about what may bethe next big growth market
38 -TF IOR
135 MANAGING YOURSEL1
Be Yourself, but CarefullyWhen to speak freely, proceed cautiously,or keep your mouth shut Lisa Rosh andLynn Offermann
146 SYNTHESISWhen graphics look pretty but conveynothing Scott Berinato
148 EXECUTIVE SUMMARIES
DAltY STAT
Facts and figuresto stimulatethought andactionblogs.hbr.org/daily-stat
BONEEnter ourmonthly cartooncaption contestblogs.hbr.org/strategic-humor
