quinta-feira, 20 de novembro de 2014

Economia - Comentários Melhores livros 2014 segundo Strategy+Business

Thomas Piketty, translated by Arthur Goldhammer
Capital in the 21st Century
(Belknap Press, 2014)
Timothy F. Geithner
Stress Test: Reflections on Financial Crises
(Crown, 2014)

The politics, economics, and rhetoric of inequality have been inescapable over the past year. Not since the Gilded Age have we had such vigorous debates over the concentration of wealth and the gap between the rich and the poor. And not just in the United States. In China, where new fortunes are minted daily; in Europe, where social nets are fraying amid economic crises; and in India, where a gleaming technology industry coexists with Dickensian poverty, income inequality is a prominent and often divisive debate.
Among the dozens of books on economics that have crossed my desk in recent months, three in particular have helped illuminate the nature and impact—and resilience—of inequality in our world. One, far and away the best and most important book on economics of the year, is an academic tome on the progression, regression, and rebirth of inequality in Western Europe and the United States. One is a journalistic narrative that takes us deep into modern China, where rampant growth is simultaneously lifting millions from poverty and spawning unprecedented inequality. And one is a memoir of the feverish crisis years in the United States’ financial system, which inadvertently explains how the financial industry was able to reconstitute its fortunes so rapidly after the epic debacle of 2008.
Daniel Gross says the three best books on economics this year illuminate the global nature of income inequality.

Rentiers Redux

Thomas Piketty’s Capital in the 21st Century, the best business book on economics of the year, is also perhaps the most discussed and least read book of 2014. Data collected by Amazon via its Kindle suggested that most readers who bought the bestseller didn’t get much past page 26 of the 577-page (before notes) volume.
On a nine-hour flight, during which I had little else to occupy me than this 42-ounce brick of a book, I managed to get through the whole thing. And it turns out the book everybody was blogging and tweeting about was quite different from the one I read. Capital in the 21st Century is not about the 21st-century U.S. or the hoodie-wearing boy titans of Silicon Valley. It is, in large measure, a book about the vast, powerful forces that have made and broken fortunes in Europe—and then made them again. Because of its focus, which is at once sweeping and limited, I found it to be more interesting and useful as an introductory textbook on the basics of macroeconomics, a primer on 20th-century European and U.S. history, and a brief diversion into the literature of giants like Jane Austen (from which Piketty draws descriptions of how people lived and thought about wages, capital, and investments) than as a prophecy.
Piketty, a French economics professor, illustrates the dynamics of wealth, capital, and growth with a simple equation: R > G. “When the rate of return of capital [R] exceeds the rate of growth of output and income [G], as it did in the nineteenth century and seems quite likely to do again in the twenty-first, capitalism automatically generates arbitrary and unsustainable inequalities that radically undermine the meritocratic values on which democratic societies are based,” he declares.
For much of human history, the global economy barely grew. Between the year 0 and 1700, world output rose at a trifling 0.1 percent compound annual rate. The Industrial Revolution kicked up the growth rate to 1.6 percent, which, says Piketty, is more rapid than many people realize. This growth rate, combined with low inflation and stable prices, was very good news for people who already had money. Inherited wealth snowballed. It was this dynamic that helped construct the grand boulevards and opulent mansions in European cities that we now regard as paragons of equality. Sweden in the 19th century, writes Piketty, “was not the structurally egalitarian country that we sometimes imagine.” In France in 1910, the top 1 percent had 60 percent of the nation’s wealth, and the top 10 percent had 90 percent. Fraternité et liberté, oui. Egalité, non.
Everything changed in the 20th century. As labor organized, wages began to rise. The disintegration of the colonial empires sapped the wealth of Britain and France. World War I, the Bolshevik Revolution, the Great Depression and the accompanying hyperinflation, the rise of Nazism, and the unfathomable destruction of World War II literally destroyed much of the world’s capital. And taxes went up.
“All rich countries, without exception, went into the twentieth century from an equilibrium in which less than a tenth of their national income was consumed by taxes to a new equilibrium in which the figure rose to between a third and a half,” Piketty writes. Although the U.S. suffered less from the destruction of capital, he notes, its progressive taxes were most aggressive. Confiscatory taxation of excessive incomes was a domestic invention: The U.S. was the first country to try tax rates above 70 percent on income—from 1919 to 1922—and various surcharges brought the top rate to as high as 94 percent in 1944.
The biggest force for equality, however, turned out to be inflation. In a series of very sharp insights, Piketty describes how public debt (government deficits) builds private wealth. Government bonds, paid for by the taxes of the broad public, tend to become assets for the rich people who own most of them. The flip side, of course, is that rentiers can be utterly wiped out when inflation rises sharply, which is what happened in Europe in the period from the 1930s to the 1950s. In France, says Piketty, “the enormous deficits of the Liberation were almost immediately canceled out by inflation above 50 percent per year in the four years 1945–1948.” (Germany, where prices rose 300-fold between 1930 and 1950, “was the country that, more than any other, drowned its public debt in inflation in the twentieth century.”) Thanks in part to inflation, between 1914 and 1945, capital in Europe fell from six or seven times national income to a mere two or three times. The high growth of the period between the 1950s and 1980s further helped labor attract a decent and growing share of income in developed countries.
But Piketty finds that those were mere interludes before the inevitable regression to the mean. After 1980, the reconstruction of Europe having been completed, the high-growth era subsided, the world’s central banks killed off inflation, taxes on the rich were cut, and markets soared. Fortunes reconstituted themselves. In France, for example, inheritance flows had dropped from 24 percent of the economy in 1900 to a low of 4 percent in 1950. But by 2000, they stood at 12 percent of the total economy. Rather than dissipating over time—shirtsleeves to shirtsleeves in three generations, as the saying goes—inherited fortunes grew rapidly in the late 20th century. Piketty writes with disdain of Liliane Bettencourt, the heiress to the L’Oréal fortune, “who never worked a day in her life, [but] saw her fortune grow exactly as fast as that of Bill Gates.”
A new wrinkle emerged that helped further tilt the scales toward those at the top. In the 19th century, Piketty explains, people who tried to work their way to riches were chumps. They could never match the gains of capital that already existed. But toward the end of the 20th century, “a stunning new phenomenon emerged… the very top salaries, and especially the pay packages awarded to the top executives of the largest companies and financial firms, reached astonishing heights.” That was in France.
The dynamic of what Piketty calls the “hypermeritocratic society”—a few people getting extremely high salaries—was most pronounced in the United States. Between 1977 and 2007, the richest 1 percent alone vacuumed up 60 percent of the total increase of the country’s national income, pushing inequality levels back to the pre-trust-busting days of 1910. In the U.S., the 1 percent have been running away from the 10 percent, primarily because all-stars—top corporate executives, hedge fund managers, athletes, and top performers in a range of other fields—are raking it in like nobody’s business, in part because they determine their own compensation. Some of those receiving outsized salaries, Piketty notes with irony, are academic economists, who now think the system of “the United States is working fairly well, and, in particular, that it rewards talent and merit accurately and precisely.”
Happiest are those who get paid vast sums from their labor each year, then convert it into capital by investing it. Think of a private equity partner who takes his US$30 million annual payday and plows it into seeding other hedge funds, buying art, and purchasing real estate. Piketty notes, for example, that Bill Gates’s wealth, which is managed by sharp professional investors, has grown just as fast since he stopped working as it did before. “Entrepreneurs thus tend to turn into rentiers, not only with the passing of generations, but even within a single lifetime,” he says.
What can stop these forces from corroding social and political relations? Piketty concludes that a very modest form of confiscation—a global, progressive tax on all forms of wealth—is the only way to rein in inequality while preserving entrepreneurial efforts. But he concedes that “a global tax on capital is a utopian idea.” And so he ends with a certain fatalism about the ever-encroaching power of capital in what is sure to be an age of slow growth. “There is no historical example of a country at the world technological frontier whose growth in per capita output exceeded 1.5 percent over a lengthy period of time,” he writes.
It’s difficult to argue with Piketty’s long-run trends. But I find his reading of history to be too fatalistic, especially as it relates to the short term. If the last 200 years have taught us anything, it is that we should never discount the ability of discontinuities to pop up. Shocks, disruptions, wars, and new technologies have made those who draw straight lines infinitely into the future look like fools with great frequency. For example, there has been no larger economic discontinuity in the past 30 years than China’s emergence as an economic power.
Another quibble with the year’s best business book in this category is that Piketty generally underplays the role of globalization in the rise of capital. Simply put, rich people and the companies they own now have a much broader world to work in. When domestic markets are growing slowly—at 2 or 3 percent—wealthy rentiers have a far greater ability than, say, a small businessperson or a clerk to invest in, participate in, and benefit from the rapid growth in places such as India, Brazil, or, above all, China.

Some Get Rich

The greatest story of our era is China’s so-far successful effort to become less unequal in comparison with other economies in the world. In 1978, the average Chinese income was $200, about one-tenth the world median income. By 2014, it was $6,000, about half the world’s median income. By bringing hundreds of millions of its citizens up from subsistence poverty to a higher standard of living, China is acting as a powerful force against inequality between nations. But the country’s soaring goals, captured lyrically in Evan Osnos’s Age of Ambition: Chasing Fortune, Truth, and Faith in the New China, are also spurring inequality within China.
Whereas Piketty relies on a combination of large data sets and fictional characters to offer an overview of global developments, Osnos, a New Yorker staff writer, takes us inside the lives of ordinary—and extraordinary—Chinese people. Much of the media coverage of China leads casual readers to see the country’s 1.3 billion inhabitants as an undifferentiated mass of commercially minded automatons: pragmatic and disciplined, forgoing leisure for the sake of national development. But Osnos introduces us to idealistic, stubborn individuals who are intent on making their mark in modern China. When Hu Shuli, the tiny, fearless founding editor of muckraking business magazineCaijing, is pushed out of the magazine by the owner, who has tired of her confrontational approach, she starts a new one. Lin Zhengyi defected from Taiwan in 1979, eager to participate in the rebirth of China, and became a well-known economist. In 2008, he was named chief economist of the World Bank—the first professional from any non-developed market to hold that high post. And then there’s Tang Jie, a graduate student in Western philosophy, who made the highly nationalistic viral Internet movie2008 China Stand Up!
“China reminds me most of America at its own moment of transformation—the period that Mark Twain and Charles Warner named the Gilded Age, when ‘every man has his dream, his pet scheme,’” Osnos writes. And he vividly conveys China’s shady hustling, earnest bustling, and poignant efforts to make up for its lost century—all being led by an authoritarian regime whose mixture of aggression, fear, self-confidence, and inferiority led it to tamp down all types of aspiration not related to making money.
In today’s China, being on the ground floor of any enterprise that gains scale can make you very rich indeed. Jack Ma, a former English teacher who founded e-commerce giant Alibaba, is now one of the wealthiest people in the world, after his firm recently went public. And yet, despite the rampant growth, Osnos finds that opportunity in China is somehow constrained—by corruption, by a shortage of resources, by an overweening state, and by a new Western import: inequality.
“The longer I lived in China, the more it seemed that people had come to see the economic boom as a train with a limited number of seats,” Osnos writes. By 2007, the top 10 percent of urban Chinese were earning 9.2 times as much as the bottom 10 percent. And in 2010, a post charting out how many years it would take a blue-collar worker to earn income sufficient to buy a small apartment in Beijing (about 150) went viral. But public discussion of income inequality is verboten. Among the unintentionally hilarious text messages Osnos receives from the Department of State Council Information Office is this gem: “All websites are requested to remove immediately the article entitled, ‘In China, 94% Unhappy with Wealth Disproportionately Concentrated at the Top.’”
Indeed, Age of Ambition seems to offer a testament to the universality of Piketty’s thesis. Growth in China has been remarkably rapid. But the returns on capital invested in China have risen even faster, creating the same sorts of gaping differentials in economic circumstances that are evident in Europe and the United States. And to a degree, this is by design. “Let some people get rich first,” Deng Xiaoping, the architect of modern China, said.

New Testament Justice

Not even the financial crisis of 2008, which took a healthy bite out of global capital, seemed to affect China significantly. In fact, it didn’t even put much of a crimp in the fortunes of the wealthy in the United States.
Historically, Piketty tells us, financial crises have been great levelers. Certainly, the 2008 crisis should have laid U.S. capital low for a generation, much as the Wall Street crash of 1929 and the ensuing Great Depression did. But thanks in part to a more robust set of institutions (the FDIC, the Federal Reserve) and the aggressive solicitude of politicians of both parties, the system swung into action to save capital from its self-inflicted wounds—a process that is on full display in Stress Test: Reflections on Financial Crises, an engaging, breezy, and perversely fun memoir from former Treasury secretary Tim Geithner.
Geithner is a creature of capital, even though he never actually worked in finance. Well-meaning, personable, profane, and highly competent, he cut his teeth at the Treasury Department during the global financial scandals of the 1990s. As president of the Federal Reserve Bank of New York, he had both a responsibility to ward off trouble and a front-row seat. Throughout, he paints himself as a constant worrier about stability and out-of-control capital.
As the Great Recession started, Geithner was reading Liaquat Ahamed’s Lords of Finance: The Bankers Who Broke the World (Penguin Press, 2009), the magisterial history of the European and U.S. central bankers who botched things horrifically in the 1920s and ’30s. “But I had put it down after a few chapters. It was too scary.” Ever the pragmatist, he rejected the “moral argument about justice, what I called the ‘Old Testament view.’ The venal should be punished. The irresponsible shouldn’t be bailed out.” With regard to capital, Geithner proved to be a distinctly New Testament kind of guy. When a crisis is raging, he says, “the goal should be to protect the innocent, even if some of the arsonists escape their full measure of justice.” This trope appears time and again in Stress Test, as if the two—justice and a functioning system—are mutually exclusive.
In this insider account, full of showdowns with fellow administration members such as Rahm Emanuel and Elizabeth Warren, Geithner argues, correctly, that the bailouts and guarantees largely worked as intended. The TARP money was returned, and a depression was averted. But the innocent weren’t really protected, and the arsonists were rewarded richly. Geithner never adequately explains the dichotomy. The Fed easily invented new powers and instrumentalities to shore up the stock market and financial system, where the rich have their assets. But when it came to bailing out the housing market, which, um, houses the bulk of total wealth for most middle-class people, there was a distinct lack of urgency and effort. Old Testament justice for the homeowners; New Testament justice for their bankers.
Among the dozens of crisis books, Geithner’s stands out partly because it is well written (he was assisted by Time veteran Michael Grunwald). But compared with many of the other protagonists we’ve heard from—especially former Fed chairman Alan Greenspan—he also proves himself to be more pragmatic, self-aware, and self-deprecating. Far from projecting the Olympian calm of Greenspan or former Treasury secretary Hank Paulson, Geithner is forever worrying, nervous, and full of self-doubt. When he was about to assume his role as president of the New York Fed in 2004, he tells us, he got carded at a Manhattan convenience store. Of his first speech as Treasury secretary, he writes, “It was a bad speech, badly delivered, rattling confidence at a bad time.” He provides equally frank descriptions of the bunker behavior of his boss, President Barack Obama, colleagues such as Emanuel and Larry Summers, and frenemies such as former FDIC chair Sheila Bair.
Geithner also tells us that the bailouts succeeded in part because they temporarily transformed huge private obligations into public ones. This financial prestidigitation not only stopped the panic, but paved the way for a recovery favorable to capital. Banks returned to profitability, and the S&P 500 more than doubled, as interest rates and inflation remained low. So the wealthy recovered everything they had lost in the crisis and then some. Meanwhile, median wages and housing prices remain far below their pre-crisis peaks.
According to Geithner, he and his colleagues did their part to reform capital. When lobbyists for financial trade groups came to his office to complain about the Dodd–Frank legislation, he resisted them. “‘My team is beating back your proposals because they’re bad for the country,’ I told them. ‘And we’re going to keep doing it.’”
Geithner also reluctantly supported the Volcker Rule, and small tax increases on higher incomes, which took a bit of wind out of the finance industry’s sails. But only a bit. In our world, the very rich get richer, and they get richer faster than the merely rich. And
it’s not just because of the simple equation of R > G. As Piketty notes, “Wealthy people are constantly coming up with new and ever more sophisticated legal structures to house their fortunes.” What’s more, they’re coming up with new and ever more sophisticated political structures to protect them—friendly government officials of both parties, low tax regimes, and bailouts.
Geithner’s memoir proves instructive here as well. Obama never had the fire in his belly to go after the rich the way that Franklin Delano Roosevelt did. As Geithner describes it, the administration only halfheartedly pursued the so-called Buffett Rule, which would ensure that the very wealthy would pay an effective tax rate of at least 30 percent. At several different points, Obama had opportunities to undo the Bush-era tax cuts, which favored the wealthy. But he never pressed too hard. After eight years of the Obama administration, tax rates on carried interest, estates, high incomes, and capital gains and dividends will all be lower than they were during the Clinton administration.
Capital is doing quite well indeed in the 21st century—thanks to the natural advantages it enjoys, to be sure. But it’s also doing well in part because of the substantial lift it has received from Communists in China and from the United States’ most progressive president in a half century. Très ironique
Reprint No. 00293

AUTHOR PROFILE:

  • Daniel Gross is a columnist for Slate and the Daily Beast. His most recent book is Better, Stronger, Faster: The Myth of American Decline and the Rise of a New Economy (Free Press, 2012).

Inovação - Comentários Melhores livros 2014 segundo Strategy+Business

Eric Schmidt and Jonathan Rosenberg, with Alan Eagle
How Google Works
(Business Plus, 2014)

These days, it seems as though every business challenge has the same solution: innovation. Innovation is the watchword for generating fast growth in the very slow recovery from the Great Recession, and, thanks largely to Clayton Christensen’s concept of disruptive innovation, it’s the narrative center of gravity in Silicon Valley and the rest of the global tech community. But if innovation is the answer, the obvious next question is how to innovate.
This year’s three best business books on innovation offer answers to this crucial query in intriguing and insightful, if sometimes indirect, ways. In The Second Machine Age, economist Erik Brynjolfsson and information technologist Andrew McAfee suggest that smart machines are not only the products of innovation, but also essential enablers of innovation prowess. In Social Physics, MIT data scientist Alex Pentland offers a data-driven and eye-opening inquiry into the flow of ideas among people. And in How Google Works, high-level company insiders Eric Schmidt and Jonathan Rosenberg, with Alan Eagle, take us down to where the rubber meets the road.

Innovation Cyborgs

In The Second Machine Age: Work, Progress, and Prosperity in a Time of Brilliant Technologies, Erik Brynjolfsson and Andrew McAfee of the MIT Center for Digital Business contend that we have entered an era during which machines will extend our mental powers in the same way that they’ve already extended our physical might. The authors point to Google’s driverless cars and Apple’s Siri as the early examples of what will soon be a flood of smart machines. The authors don’t map the exact channels that this flood will follow, but by showing how digital capabilities have become ever more sophisticated (and will continue to gain in sophistication in the future), they make a compelling case that smart machines will shift and blur the line between the human and digital domains. Routine tasks both manual and cognitive that were heretofore reserved for humans will increasingly become digitized.
Brynjolfsson and McAfee are convinced that the overall effect of smart digital technologies will be profoundly beneficial. They predict that the growth of these technologies will yield an exponential increase in the trajectory of human social development for the foreseeable future. As digital technologies are combined and recombined, abundance will replace scarcity as the norm in economics, bringing greater choice and freedom. For instance, digital technology should help us live more lightly on the planet than the machine technologies that preceded it.
Although it’s not a connection the authors make directly, the diminished physical scale of digital technologies, in comparison with their mechanical and human counterparts, is a major contributor to the authors’ principal concern for the future: the uneven distribution of the economic bounty that will accompany the second machine age. Machine technologies like the railroad and the automobile changed the physical landscape, which in turn created a vast ecology of new blue-collar and white-collar jobs. But the migration of work to computers will probably result in significant job losses. And if digital change occurs faster than displaced workers can acquire new skills, they may never catch up.
Further, because of the winner-take-all nature of digital innovation (recall that when Facebook acquired WhatsApp for US$19 billion, WhatsApp had only 55 employees), society could become highly polarized, with a small group of well-paid digital knowledge workers on one side, and on the other, a vast pool of low-paid service workers performing the non-routine tasks that computers can’t yet do. Median wages could be very low, indicating huge income disparities between the haves and the have-nots (see “Economics: All Things Being Unequal,” by Daniel Gross). These problems, together with the multiple significant changes in policy and practice required to address them, could place an enormous burden on governments.
The authors offer some recommendations for sidestepping these problems and prospering in the second machine age. They say that the focus of educational institutions and students should shift from rote learning to “the skills of ideation, broad-frame pattern recognition, and complex communication”—which machines can’t deliver, as yet. Governments should support basic research and offer prizes for innovation (like the kind awarded by DARPA that played such an important role in the development of driverless cars), adopt tax incentives to encourage employment, and radically reform economic metrics such as GDP that fail to capture much that is relevant to human well-being. They make a strong case, but I’d be remiss if I neglected to note that changing education curricula, financial incentives, and economic metrics are often accompanied by unintended consequences that are neither obvious nor benign.
Brynjolfsson and McAfee’s ultimate goal is the development of a “freestyle” civilization where people and machines work together to become powerful hybrids. As an example of such a hybrid, they cite chess, where computers can now routinely beat grandmasters, but grandmasters working with machines can muster a combination of strategic acuity and tactical knowledge that is more powerful still. If we translate this idea to the corporate arena, it suggests that in the future, a company’s competitive advantage will lie in the ability of its employees to sense and integrate while its computers are busy scanning and calculating.

Toward a Torrent of Ideas

Social Physics: How Good Ideas Spread—The Lessons from a New Science, by Alex “Sandy” Pentland, director of MIT’s Human Dynamics laboratory, offers a glimpse into the kinds of insights that the smart machines described in The Second Machine Age can help us surface. Pentland is a pioneer in social physics, a new science that uses big data and digital technologies to identify patterns and predict outcomes in social interactions. For instance, Pentland has developed an astonishing ability to predict the performance of teams in different situations based entirely on their nonverbal behavior and without knowing anything about the content of their conversations.
Although much of his work has been done with small groups, in Social Physics, Pentland scales up his findings to describe the dynamics of social learning and idea flow among people in large companies, cities, and society as a whole. He explains that social learning within a group—which includes the group’s ability to innovate—takes place when people adopt new strategies or acquire new beliefs through experience or observation. The critical determinant of social learning is idea flow—that is, the way in which ideas spread through the group. Pentland likens this to water: The idea flow within a group can be swift and clear or can take the form of a terrifying whirlpool or a stagnant pond.
The dynamic that drives idea flow is a continuous cycle of exploration and engagement. Exploration is the process of gathering ideas through exposure to a wide variety of experiences and ideas; engagement, which requires interaction and cooperation, is the sifting of those ideas and the conversion of those selected into action.
Pentland and his collaborators figured out how to detect ideas that are converted to action using electronic sociometric instruments. Briefly, the instruments measure energy, engagement, and exploration levels in groups, along with individual energy, extroversion, and empathy through body language. The researchers then couple that data with more conventional sources—such as surveys, purchasing records, and social network data. The result is a comprehensive view of social interaction patterns.
As social physics reveals more patterns, Pentland is most interested in applying them to cities. He’d like to see the creation of mobile sensing networks whose “eyes and ears” would be digital networks of wireless devices, such as mobile phones. These would be the basis, explains the author, of a “control framework: one that first senses the system; then combines these observations with models of demand and dynamic reaction; and finally uses the resulting predictions to tune the systems to match the demands being made on them.” Such a framework would help us understand and improve the rhythms of urban life, and quicken the pulse of exploration and engagement that is the signature of a vibrant, innovative community. In this regard, Pentland’s views on city design are supportive of those of urban activist Jane Jacobs, who fought the expressways and massive urban renewal projects of the mid-20th century, arguing that they destroyed communities and social capital.
Pentland envisions a future in which the science of social physics is used to design more human-centric cities. With the help of digital technology, he believes that urban design can be based on analysis at the individual level rather than averages and stereotypes. This will enable us to move beyond social classes to peer groups and beyond markets to exchange networks, where enhanced trust creates greater fairness and stability.
Of course, a mobile sensing nervous system depends on having a steady and wide-reaching flow of data. Pentland is cognizant of the privacy issues that this might entail and proposes a “new deal” on data in which individuals own their personal data, have full control over its use, and have the right to dispose of or distribute it as they see fit. As we’re seeing, however, this scenario is far easier described than done.
The patterns of interaction described in Social Physics also raise implications for executives who want to enhance the level of creativity and innovation in their companies. For example, instead of the current focus on employee cohesion, motivation, and satisfaction as drivers of idea flow, the book suggests that companies should provide employees with a wide diversity of exploratory experiences, coupled with periods of egalitarian engagement. Instead of the current emphasis on individuals and the content of communication, it suggests that companies should elevate their focus to groups and the modes of communication. And instead of using conventional organization charts, it suggests that companies should map idea flows.
Sandy Pentland’s Social Physics, with its emphasis on hard data, its view of organizations as dynamic processes, and the questions it raises about the entities on which organizations should focus—teams rather than individuals—is my choice for best business book of the year on innovation.

As Google Does

In How Google Works, Eric Schmidt and Jonathan Rosenberg, with the help of Google’s director of executive communications, Alan Eagle, take the reader on a guided tour through the inner workings of the tech giant. Schmidt and Rosenberg joined the company, as CEO and product senior vice president, respectively, in the early 2000s, after the venture capitalists who funded its initial growth realized that some “adult supervision” was in order.
The veteran IT executives quickly discovered the aversion of founders Sergey Brin and Larry Page to traditional management approaches, including the stage-gate process for managing new projects. In the Google Boys’ view, it slowed innovation down too much, constricting people in the process.
“Just talk to the engineers,” suggested Brin and Page. When Schmidt and Rosenberg did, they discovered that Google was staffed with “smart creatives”—digital knowledge workers who had deep technical know-how, broad management expertise, and business savvy. Realizing that imposing conventional control systems on such employees could be counterproductive, the newly hired execs decided to rethink their approach to management.
For one thing, they decided to manage the context for innovation rather than the content of innovation. “If you can’t tell someone how to think,” explain the authors, “then you have to learn to manage the environment where they think. And make it a place where they want to come every day.”
This meant that the design and management of Google’s culture became a top priority for Schmidt and Rosenberg, as did the design of the facilities (“boisterous, crowded offices, brimming with hectic energy”). They purposely maintained wide spans of control and organized the company around the people who had the highest impact on the organization (as measured by “performance and passion”), with the corporation retaining a simple, functional structure.
The idea is not to create a so-called star system, but a management system built around an ensemble. Reorganizations are undertaken often—with the participation of the employees being reorganized—and executed quickly in order to minimize disruption and uncertainty. And teams are purposely kept small; the authors say that they hew to Jeff Bezos’s “two-pizza rule” (a team should never be so large that it cannot be fed by two pizzas). Realizing that plans were bound to change often in an industry driven by fast-paced innovation, Google also adopted the VCs’ maxim to “invest in the team, not in the plan.” Using Pentland’s terms, one might say that the company seeks to promote social learning and idea flow by maintaining a constant pulse of exploration and engagement.
Unsurprisingly, in a company where talent drives innovation, Schmidt and Rosenberg tell us that hiring is an essential process at Google. They describe hiring as an egalitarian, peer-based activity that is tasked with an unabashedly elitist goal: Find the very best people and never let urgency compromise quality. Brilliant generalists—Rhodes scholars come in for special mention—are Google’s prime target. And the company subscribes to the view that hiring good people attracts good people, setting off a virtuous circle.
The big question for readers of this book is how transferable the Google experience is to their own company. It’s one thing to sustain a generative culture as a company grows, but, as the authors acknowledge, it’s much more difficult to revitalize a stagnant culture. Here their advice is brief and somewhat familiar: Find the smart people, understand how the existing culture is creating problems, encourage openness and difficult questions, and try to find something in the organization’s original culture that can take you where you want to go.
A closely related question is how sustainable Google’s culture of innovation is within Google itself. The authors clearly think that it is sustainable. But the histories of many innovation-driven companies that came before Google suggest that there is no sure inoculation against organizational sclerosis. Nonetheless, How Google Works should be read as an excellent case study in practical applications of some of the principles of social interaction described in Social Physics (note: the authors do not mention Pentland’s work).
All three of this year’s best business books on innovation point to digitization as the key enabler of progress at every level of society, and their authors evince an infectious optimism in this regard. But they also rightly acknowledge that digitization brings with it serious concerns: job losses and widening disparities in income, to say nothing of central issues involving trust and power that loom larger still. That is the other side of the coin—the possibility that digitization could produce a stultifying Taylorism ruled by George Orwell’s Big Brother.
This year’s three best business books on innovation pinpoint digitization as the key enabler of progress throughout society.
Surely the end result of digital innovation will fall somewhere between a digital utopia and a dystopia. The 18th-century German philosopher Immanuel Kant probably had it right when he wrote: “Out of the crooked timber of humanity, no straight thing was ever made.” 
Reprint No. 00291

AUTHOR PROFILE:

  • David K. Hurst is a contributing editor of s+b and the author of several books, most recently The New Ecology of Leadership: Business Mastery in a Chaotic World (Columbia Business School Publishing, 2012).

Cultura Organizacional - Comentários Melhores livros 2014 segundo Strategy+Business

Richard Sheridan
Joy, Inc.: How We Built a Workplace People Love
(Portfolio/Penguin, 2013)
Malachi O’Connor and Barry Dornfeld
The Moment You Can’t Ignore: When Big Trouble Leads to a Great Future 
(PublicAffairs, 2014)
Dave Eggers
The Circle
(Knopf, 2013)

Increasingly, business consultants, scholars, and executives are coming to the conclusion that culture is the prime driver of organizational performance. Despite the prevalence of that point of view, however, there’s little agreement about what culture is or what it entails. You can’t see it, touch it, or measure it, yet culture is said to explain why some companies fare better than others. The authors of the year’s three best business books on culture, one of which is a novel, explore the elusive subject from widely divergent perspectives, but all end up confirming that it is the single most powerful influence on how people behave in organizations.

A Leader’s Insights

In Joy, Inc.: How We Built a Workplace People Love, Richard Sheridan, cofounder and CEO of software design firm Menlo Innovations, delineates the practical steps he has taken to create and maintain a corporate culture that makes people “excited to come to work every day.” The book provides a detailed look at how a culture is intentionally designed and implemented right from a company’s start.
Although Sheridan shies away from defining the term culture, he uses it as a shorthand way of encapsulating the unique personality of his company, which is, in his reckoning, a highly productive organization where a “culture of joy” entices workers to enthusiastically engage, without being coerced or controlled by management. He says that Menloians willingly give their all at work because of the intrinsic rewards they derive from constantly learning new things and being granted a high degree of autonomy in how they manage their work. I think I believe him, even though the “joy” part seems like a hyperbolic stretch.
The practical aspects of Menlo’s culture that Sheridan describes will be useful to any manager who wants to bolster employee engagement. He offers a raft of suggestions about how to transform work into a self-managed learning experience, and how to encourage constant dialogue and discussion among all employees in the firm—including the shiest and most introverted—in order to share that learning across the company.
Many of these ideas are creative, some are tried and true, and almost all are deserving of consideration. The most innovative—even radical—of Menlo’s practices is the pairing of employees (in the main, software programmers): “Two people sit together at one computer working all day on the same task at the same time,” explains Sheridan. These pairings are rotated weekly, so eventually every employee at this midsized firm works intimately with every other one. Sheridan makes a strong case that this seemingly expensive and inefficient practice actually increases organizational productivity, learning, innovation, and quality, while reducing stress and fatigue.
Other ideas include having the paired employees describe their projects to the entire workforce at “Lunch ’n Learn” sessions, putting clients on Menlo teams, replacing rules and bureaucracy with rituals and storytelling, and holding daily “stand-up meetings” in which all team members quickly describe “what they are working on and where they might need help.” (It is interesting that this high-tech company makes extensive use of low-tech tools, such as pencil-and-paper storyboards, to keep track of projects and clarify responsibilities.) Certain programs and policies are also aimed at making Menloians feel that they are members of a supportive community. For example, new parents can bring their babies to the office, where fellow workers are said to bounce crying infants when their moms and dads are busy at work tasks.
One thing that is noticeably missing from Sheridan’s otherwise detailed portrait of the company’s culture is a discussion of compensation. Unlike other high-involvement organizations, Menlo seems not to make use of profit sharing, stock ownership, gain sharing, and other proven methods for rewarding the people who do the work that leads to financial success. Only at the end of the book does Sheridan express the aspirational hope that by 2018, his employees will “trade up to 50 percent of their own income for the upside on the project they are working on.”
After 13 years in business—and several years of Sheridan trumpeting his approach at management conferences—it seems odd that “hope” is the best Menlo can do in this regard. Convinced as I am of the value of the company’s admirable managerial practices, this sows seeds of doubt in my mind about the real purpose of a culture of joy. Is it just a creative way of getting employees to work harder without fully compensating them for their efforts? I hope that Sheridan doesn’t wait another three years before cutting Menloians in on the action, but for now, we can content ourselves with studying his culture-building prowess.

An Anthropological View

Culture has long been the purview of anthropologists, but oddly, there are no previously published books that I can think of that offer an anthropological perspective on corporate culture and change. Into the breach step Malachi O’Connor and Barry Dornfeld, anthropologists with University of Pennsylvania Ph.D.s in folklore and communication, respectively, who turned their attention to management consulting, and more specifically to the study of corporate culture. In their manager-oriented manual, The Moment You Can’t Ignore: When Big Trouble Leads to a Great Future, they ably explain “how culture drives strategic change.”
The anthropological perspective on culture and change is long overdue because, as the authors note, “behavior is culturally prescribed.” Thus, they address the issue of changing a company culture at its root level: the behavior of its employees. Starting from the familiar premise, attributed to Peter Drucker, that “culture eats strategy for breakfast,” O’Connor and Dornfeld offer useful advice on how to deal with the human side of strategy implementation: getting employees to accept needed change.
In 1881, British anthropologist E.B. Tylor defined culture like this: “that complex whole which includes knowledge, belief, art, morals, law, custom, and any other capabilities and habits acquired…as a member of [a] society.” Other researchers later added the idea that cultures are social systems, the numerous parts of which are complexly interrelated. Over many decades, social anthropologists would draw several conclusions about tribal and national cultures: They are all different; they are not consciously designed, but instead grow organically as the result of such influences as the local environment, available technology, and the long process of trial and error called human experience; and they are far easier to destroy than to consciously build.
The concept of organizational or corporate culture is of more recent origin. (Warren Bennis and I could find no published references to the concept when we first discussed it at a gathering of social scientists at the Aspen Institute in 1973.) As the study of organizational culture has developed, however, it is clear that the insights of pioneering anthropologists about societies are broadly applicable to modern business organizations. Every company has a culture, and each one is unique, difficult to accurately describe or model, and hard to change. Additionally, most organizational cultures are complexly interrelated systems that initially tend to reflect the beliefs and values of their founders, which are, in turn, influenced by such factors as local customs and norms, the type of industry, and the technology employed.
Because the process of cultural genesis is largely unplanned, to later alter any major part of a system (the authors focus on strategy) requires modifying other parts to ensure compatibility and, thus, the effective functioning of the whole. That means, in effect, that Richard Sheridan’s shaping of Menlo’s culture from scratch was far easier than the task faced by leaders of established companies when they attempt to change existing cultures. O’Connor and Dornfeld usefully focus on the latter task.
Changing an existing culture, particularly in a large organization, is so hard because it’s analytically difficult to pinpoint precisely how any one part of a system interacts with any other part. Further, some parts can be devilishly hard to detect. For instance, the actual values of an organization are often hidden from view; therefore, it’s challenging to identify and measure them (even if the organization posts a list of “Our Values” on the lunchroom wall). Nonetheless, because people typically act in ways aimed at achieving what they value, it is possible to infer the true values of an organization by observing the behavior of its members. In practice, then, cultural change can be the most daunting of all social tasks, because it goes against what an organization’s members value. That’s why O’Connor and Dornfeld’s behavioral perspective is of practical use.
As difficult as a functioning culture is to identify, define, and change, it is the sine qua non of organizational performance, a fact Louis Gerstner discovered when he became CEO of then-troubled IBM in the early 1990s. Previously, Gerstner had earned a reputation for being a quantitatively oriented top executive, and he took on IBM’s turnaround believing that his rigorous management-by-the-numbers approach would be sufficient to get the job done. However—as Gerstner explained in his account of his tenure at IBM, Who Says Elephants Can’t Dance? Inside IBM’s Historic Turnaround(HarperBusiness, 2002)—he came to see that “culture isn’t just one aspect of the game—it is the game.” He described how the reshaping of IBM’s culture became his prime leadership task. The method he used can be rendered in the words of O’Connor and Dornfeld: “Leaders can no longer push for results but must create pull for achieving them by mobilizing the passion, interests, and energy of others.”
Creating that pull is a tall order, which is made even more challenging by the paradoxical nature of cultures: They become dysfunctional if they are too weak, and equally dysfunctional if too strong. Weak cultures encourage members of an organization to do their own thing, which leads to a lack of focus, coordination, and effectiveness. Because there is no unifying, collective purpose, there is insufficient motivation and commitment. In contrast, as O’Connor and Dornfeld point out, strong cultures tend to become rigid, complacent, and susceptible to groupthink. Because members who dare to question fundamental organizational assumptions are viewed as disloyal, a shortage of healthy self-criticism develops, which leads to resistance to change and innovation. And, as we see below, a too-powerful culture can even take an unethical turn.

The Novelist’s Take

High-tech company the Circle is the brainchild of novelist Dave Eggers and the setting for his best-selling novel of the same name. The events in The Circle occur in the future, but just barely so: Even geezers like me might live to see the day Eggers describes. The genius of the book—and what separates it from run-of-the-mill science fiction—is that Eggers extends Silicon Valley’s existing technology and organizational practices no further than to their next logical steps (imagine Google on steroids), and only at the conclusion does he move to the illogical and chilling end to which they may be heading.
Most reviews of The Circle have focused on the frightening prospect of the loss of freedom, democracy, and ethical judgment inherent in the privacy-invading technology emerging in Silicon Valley, but there have been fewer comments about the equally terrifying corporate culture that Eggers realistically limns.
If the Circle were a real company, it would sit atop Fortune’s list of the 100 Best Companies to Work For with its platinum medical insurance, free gourmet lunches, health club, laundry service, pet sitting, luxury commuter buses, and the Menlo-like opportunity to be creative and learn on company time. The purpose of these perks is, of course, to encourage employees to spend more time working productively, and less time managing their personal lives, wasting time with friends and family, and, presumably, reading long novels like The Circle. But the fictional company doesn’t stop there. It elevates these goodies to the next level, satisfying not only employee needs, but also their wants, with first-class live entertainment, boozy parties, on-campus housing (with opportunities for sex), social clubs, a sense of community and social purpose, and even, dare I say, a dollop of joy.
Almost everything the Circle does is, on its face, positive for employees, customers, and society. Thus, the novel’s protagonist, Mae Holland, initially finds the company campus and her new job exhilarating: “The company had so much going on, so much humanity and good feeling, and was pioneering on all fronts.” When she discovers her father is suffering from a life-threatening disease not covered by his health insurance, the Circle generously adds him to Mae’s company plan. The catch, naturally, is that Mae becomes locked into the company, in effect signing a social contract in which she gets all, in exchange for giving all—ultimately giving up her freedom, humanity, and individualism. Over the novel’s fast-paced 491 pages, Mae is gradually transformed from a loving, idealistic young woman into an unquestioningly loyal “true believer” willing to betray friends and lovers in order to advance the Circle’s goal of taming “the chaos of an orderless world.”
As in Plato’s Republic, creating such a well-ordered organization ultimately requires its members to abandon their freedom to Guardians who “know better than they do” what is good for them, because, as the Circlers assert, “We are the future.” In the end, the Circle develops a culture of arrogance in which those who disagree with the brave new world that it is bent on creating are dismissed as being on “the wrong side of history.”
Eggers’s characters are recognizable as people we know, and those we know about by reputation. Mae is Everywoman, typifying today’s inexperienced, overqualified young college grad desperate to find a good job in a bad labor market. Her relatively uneducated, craftsman ex-boyfriend is the voice of reason. He tells Mae, “Like everything else you guys are pushing, it sounds perfect, sounds progressive, but it carries with it more control, more central tracking of everything we do.” (Mae, in perfect character, dismisses the warning as “antiquarian bullshit.”) And the troika who founded the Circle are three variations on the charismatic, visionary, self-confident, brilliant, and obsessively single-minded leaders found in abundance in the tech world.
Yet the novel is not an antitechnology, antibusiness diatribe. It is a premonitory tale about the potential consequences of well-intentioned corporate cultures run amok. Eggers calls attention to the fine line between the compellingly powerful cultures found at places like Menlo Innovations, on the one hand, and the 21st-century equivalent of the corporate paternalism that spawned company towns and captive workforces a century or so ago, on the other. Although fictional, The Circle is the best business book of the year about corporate culture because it raises ethical and philosophical questions that are not, and cannot safely be, raised in many companies—and not just high-tech ones.
Jim O’Toole picks Dave Eggers’ novel,The Circle, as the best business book on organizational culture this year.
  • James O’Toole is a longtime contributing editor to s+b and a senior fellow in business ethics at Santa Clara University’s Markkula Center for Applied Ethics. He is the author of 17 books, includingLeading Change: The Argument for Values-Based Leadership (Ballantine Books, 1996).

Melhoria Pessoal - Comentários Melhores livros 2014 segundo Strategy+Business

Christian Madsbjerg and Mikkel B. Rasmussen
The Moment of Clarity: Using the Human Sciences to Solve Your Toughest Business Problems
(Harvard Business Review Press, 2014)
Claudio Fernández-Aráoz
It’s Not the How or the What but the Who: Succeed by Surrounding Yourself with the Best
(Harvard Business Review Press, 2014)

Big data went mainstream in 2014. At the start of the year, a study by IDG found that 70 percent of large organizations had deployed or were soon to deploy big data–related projects, at an average investment of US$8 million. And analytics enthusiasts were full of sweeping predictions: Venture capitalist Vinod Khosla rankled a crowd of doctors at Stanford Medical School by declaring that data crunching could and should eliminate many of their jobs. “We are guided too much by opinions,” he said, “not by statistical science.”
Big data is touted as the holy grail of all manner of business needs: eliminating human error and wasted time in decision making; identifying prospective winners and losers long before executives can; minimizing costly hiring mistakes; and even sussing out investment opportunities, competitive advantage, and future strategy. From this perspective, big data not only can predict the future—it is the future.
Not so fast, say the authors of this year’s three best business books on honing your executive chops. The science of big data does indeed hold the potential to catalytically improve many areas of business, but they argue that the human factor still makes the difference between good and great corporate performance in the long run. The key, these authors suggest in three different ways, is understanding and harnessing the power of our own minds—in conjunction with having the right analytical data and decision-making frameworks.
This year, the three best books for honing your executive chops remind us that there’s still no substitute for human judgment.
In Left Brain, Right Stuff: How Leaders Make Winning Decisions, IMD strategy professor (and s+b contributor) Phil Rosenzweig contends that the increasing emphasis on clear analysis and calculation—the so-called left-brain skills—marginalizes the intangible “right stuff” necessary to make high-stakes executive decisions. Borrowing the phrase made famous by writer Tom Wolfe in his chronicle of the early years of the U.S. space program, Rosenzweig suggests that great decision makers must be able to summon seemingly excessive levels of confidence in their own judgment and comfort with risk to push past boundaries and achieve peak performance.
Though left-brain analysis and that less definable right stuff might seem polar opposites, for many decisions, both are essential. The question is when and how do left brain and right stuff come together? As you might expect, the author of The Halo Effect...and the Eight Other Business Delusions That Deceive Managers (Free Press, 2007) is no fan of sweeping generalizations or add-water-and-stir solutions. Nor does Rosenzweig offer his readers a simple answer in Left Brain, Right Stuff. Instead, each chapter explains a slightly different decision context and how to think through which tools are needed to make the best choice.
At the heart of the book, however, is the idea that human beings have been too sweepingly dismissed as irrational decision makers. Rosenzweig doesn’t dispute the value of decision-making models. Rather, he puts them in their proper place by walking us through a series of decisions. For example, in 2010, a U.S. division of Swedish construction giant Skanska put together a winner-take-all bid for an enormous National Security Agency contract to build a new computer facility, the Utah Data Center (UDC). Bill Flemming, the president of Skanska USA Building, had numerous factors to take into account. He needed a bid low enough to win, but high enough to earn a profit—even though the government had hemmed him in with spending caps, and his rivals were working equally hard to find the magic number. His eventual answer required a blend of left brain and right stuff. Flemming wasn’t making a choice from options he could not control: With such a long-term project, there was every possibility that Skanska could find real-time efficiencies and cut its anticipated costs. He was bidding in a competition—there could be only one winner, and performance was relative. He could draw on past history to craft the best possible bid, but whether he made the right choice would take years to become clear. And finally, as an executive at such a well-known company, he knew he had to protect its reputation.
Eventually Flemming took a leap of faith. He put in a bid that came in under the government’s stated goal, but that did not guarantee profitability for Skanska. The bidding process started with as much objective analysis as possible, but ended with what Skanska’s president called “gut feel.” He hoped the company could exceed performance expectations, in part because of the strength of his leadership and his confidence in his team. In the end, Skanska did not get the contract. But Rosenzweig highlights the dilemma as typical of the complex decisions we face in all walks of life—not just business, but also politics, sports, and the military. There is no formula that will lead to success every time.
So when should we apply cold, reasoned analytical tools to a decision and when should we allow the right stuff to inform a judgment call? Rosenzweig tells us that to make a great decision, having an awareness of common errors and biases is just a start. We also need to ask ourselves key questions about the decision context:
• Are we making a decision about something we cannot control, or can we influence outcomes? If we cannot control the outcome, we should rely more on left-brain analysis. If we can control the outcome, the right stuff can lead to a better decision.
• Are we seeking an absolute level of performance, or is performance relative? There’s a difference between wanting to raise your profit margin a few points (an absolute level of performance) and submitting a winner-take-all competitive bid (relative). You need to rely on the “right stuff” instincts to help you win a competitive bid, wherein if you lose, you get nothing.
• Are we making a decision that lends itself to rapid feedback, so we can make adjustments and improve a subsequent effort? If we have a chance to improve our work as we go along, there’s no need to rely solely on left-brain decision making. The left brain might ensure the best decision is made, but if we know we can learn and tweak, the right stuff can be useful, too.
• Are we making a decision as an individual or as a leader in a social setting? Making a decision as a leader is far more complex than making one that is personal. Leaders may have to push their staff to achieve more than might seem possible on paper. Right stuff can play a key role here, too.
There is hope in Rosenzweig’s thinking, especially in the reassuring idea that executives have far more influence in many spheres of decision making than they might realize. “Decision theory puts all the emphasis on the analysis leading to the moment of choice,” Rosenzweig writes. “While it is definitely important, my experience taught me that my ability to influence whatever goes on after the moment of choice is perhaps even more important.”
Left Brain, Right Stuff is frustrating in that it makes clear we don’t yet have the tools needed to avoid mistakes in decision making. But understanding the context in which decisions need to be made and realizing that there are no simple solutions that apply to all decisions is a very good start, which is why this book is my pick as the year’s best business book for leaders intent on improving themselves.

“Sensemaking” at Level 3

In The Moment of Clarity: Using the Human Sciences to Solve Your Toughest Business Problems, innovation consultants Christian Madsbjerg and Mikkel B. Rasmussen focus their attention on perhaps the most critical context for executive decisions—what they call “level 3” problems. Level 1 problems involve “a clear-enough future with a relatively predictable business environment.” Sales are down, and you know that every additional $1 in advertising generates $1.50 in sales. Level 2 problems involve “alternative futures with a set of options available.” Your newest sales reps aren’t performing up to expectations and you aren’t sure how to help them. So you test some hypotheses until you find the right solution. But with level 3 problems, you can’t even articulate what the problem is, never mind figure out how to solve it.
Witness Coloplast, a European manufacturer of colostomy bags. The company hadn’t missed a sales target in 50 years of continual double-digit growth, and suddenly it missed its targets four times in a year. No one was sure why. A wealth of data was available to analyze, including a half century of sales. One study commissioned by the company asked thousands of people to rank 250 factors in considering their colostomy bag. But the results only confused things more. Something was really wrong, but the company had no idea what. Coloplast had a level 3 problem on its hands.
Madsbjerg and Rasmussen contend that level 3 problems—which can be “as diverse as setting the direction of the company, driving growth, improving sales models, understanding the real culture of the organization, and finding the path in new markets”—need to be solved by a process that they call sensemaking. Sensemaking is an art, not a science, and a slowly realized one at that. It is rooted in philosophy and ethnography, and it rests on the assumption that breakthrough insights—moments of clarity—come from a sociological approach to understanding and solving a problem.
The traditional business approach to problem solving relies on deductive reasoning, starting with a hypothesis that is then tested. This approach works well for level 1 and 2 problems, where you can use experience, data, and intuition to identify and solve problems. But a level 3 problem requires the patience to start, not with a hypothesis, but with an effort to frame the problem correctly and gather data. Only then should you form a hypothesis about what you have found. “Breakthrough insights aren’t manufactured like widgets in a factory. They dawn on us in nascent form, like the sight of a vague shape on the horizon,” the authors write. “They are first present in our mind and bodies…as a ‘slow hunch.’”
Such hunches, say Madsbjerg and Rasmussen, can come only from looking beyond data to see the world in context, what is known as phenomenology—the study of how people experience life and the problems they are trying to solve, and by extension how they use and need your products and services in their own lives. If this all sounds rather airy and unstructured, don’t worry. The authors provide a five-step framework for sensemaking.
First, frame the problem as a phenomenon. In Coloplast’s case, the initial framing of the problem was wrong. The company was trying to figure out how to sell more products. Instead, after taking time to think, Coloplast was able to reframe the problem by asking, What is our customers’ experience with ostomy care? Next, collect data. It is at this stage, the authors warn, that things can appear most out of focus, most difficult to discern. But Coloplast’s leadership realized that it takes time to understand the data before forming opinions about it. The third step is to look for patterns. At Coloplast, it turned out that the salient pattern was the customer’s concern about a secure fit. The “aha” insight—step four—which dawned slowly at Coloplast, was that the features of the customers themselves were the key. The bodies of individual people are very different. Those different bodies required different options for the secure fit of a bag that had the potential to be either positively life-changing—or deeply humiliating if it failed. Only after that stage, with the key insights in hand, can you move to the fifth and final step—planning out the business impact of the insights. In Coloplast’s case, that involved creating products that provide the right fit for every individual body, rather than designing more bells and whistles.
The sensemaking framework for surfacing critical insights is not rocket science. It’s more like a blueprint for restraint—a slow process, through which leaders can question basic assumptions about their companies and customers, leading to transformative insights.
The Moment of Clarity is a manifesto for leadership that allows space and time for contemplation of complex problems and decisions, not an insignificant demand in an era of quarterly pressure to deliver results. But the authors cite a host of companies, including Intel, Samsung, Lego, Novo Nordisk, and Adidas, as the beneficiaries of such leadership. The value of sensemaking, they suggest, is not in the process itself, but in what a company makes of its insights, how it translates them into new ideas and opportunities, and how it shapes a shared perspective on the business. That is where the right leadership is required to help your company find a path out of the fog.

The Hazards of Hiring

If human judgment remains an essential factor in corporate success, the most critical decisions a leader can make are hiring decisions, says Claudio Fernández-Aráoz, senior advisor to executive search firm Egon Zehnder. In It’s Not the How or the What but the Who: Succeed by Surrounding Yourself with the Best, he offers a veteran’s experience in getting those decisions right.
The book’s title refers to an interview in Harvard Business Review in which Amazon founder Jeff Bezos talked about the importance of having the right people around him as the company began to grow. Initially, Bezos worried only about how to get things done, then he segued to what needed to get done, and finally to the insight that has guided the company ever since: What mattered most was who was on his team. “One way to think about this is as a transition of questions, from How? to What? to Who?” he told HBR. “As things get bigger, I don’t think you can operate any other way.” Getting the right people in place has remained so important to Bezos that he continually reminds his colleagues that he’d rather interview 50 people and not hire anyone than hire the wrong person.
Paradoxically, we are often our own worst enemies when it comes to picking the right people to help our companies grow. “Humans aren’t programmed to make great people decisions,” declares Fernández-Aráoz. He says that we make any number of mistakes in reading, assessing, and choosing the resource that is most critical to our company’s future. Among other failings we’re hardwired for is the tendency to make quick choices—in fractions of seconds—based on similarity, familiarity, and comfort. We trust and choose to hire people who seem like us, which doesn’t always equate to being the best person for the job at hand.
Further, we make snap judgments based on the information in front of us, without stopping to ask what else we need to know to assess a candidate. We judge people based on their title, their pedigree, and their previous employers. But far too seldom do we think through whether their experiences, skills, and ability and eagerness to learn new things will serve them well in our own companies. In short, we forget to assess their potential—and this, says the veteran recruiter, is the single most important factor in making a great hire.
Hiring the wrong person isn’t even the worst mistake most managers make, Fernández-Aráoz writes. Rather, it’s clinging to a loser as he or she sinks. It takes far more discipline to cut your losses and invest your resources elsewhere than it does to watch an employee slowly drag everyone else down. As one CEO tells the author, at most companies, people spend 2 percent of their time recruiting and 75 percent managing their recruiting mistakes.
But although we may be hardwired to make many hiring mistakes, Fernández-Aráoz says, with the right knowledge, training, and practice, anyone can master the art of great “who” decisions. We just have to get out of our own way. “The first step in surrounding yourself with the best,” he writes, “is to recognize—and correct—your own failings.”
He goes on to offer scores of practical suggestions. One simple but clear improvement, for example, would be to actually hold ourselves accountable to a rational set of criteria in making hiring choices. Write down the essential and desirable attributes a candidate would need in order to do the job well. Do this before a single candidate walks through the door in order to make sure your list is not influenced by the people you are seeing. Then actually rate each candidate on each of these factors.
Fernández-Aráoz’s book is a series of short, easy-to-read chapters, each of which tackles a different challenge in finding great people, assessing and selecting the best, helping these chosen stars shine, and helping teams thrive. It’s Not the How or the What but the Who continually reiterates the simple, essential point that great people decisions are as important as any other decision that has the power to transform our companies.
At a time when companies around the world are trying to find Moneyball-like algorithms for strategic growth, all three of this year’s best business books for executive self-improvement offer an important reminder: Great people are at the core of any great business. Each book reminds us that the continuing need for human judgment is critical to corporate success. In the end, data and analytics are valuable only if they are tracking, measuring, and evaluating the right things. And knowing what we need to learn is not something that can simply be programmed into an algorithm. That requires human judgment. 
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