Harvard Business Review (april 2005)

How Leaders Grow…page 66 Understanding Big Risks…page 78 www.hbr.org April 2005 Focus Your Thinking …page 54 54 How Strategists Really Think: Tapping the Power of Analogy Giovanni Gavetti and Jan W. Rivkin 66 Seven Transformations of Leadership David Rooke and William R. Torbert 78 Countering the Biggest Risk of All Adrian J. Slywotzky and John Drzik 92 The Quest for Customer Focus Ranjay Gulati and James B. Oldroyd 102 The Relative Value of Growth Nathaniel J. Mass 14 Forethought 35 HBR Case Study Class – or Mass? Idalene F. Kesner and Rockney Walters 49 Different Voice Strategic Intensity A Conversation with World Chess Champion Garry Kasparov 114 HBR at Large Selection Bias and the Perils of Benchmarking Jerker Denrell 121 Best Practice The Half-Truth of First-Mover Advantage Fernando Suarez and Gianvito Lanzolla 131 Executive Summaries 136 Panel Discussion TLFeBOOK TLFeBOOK TLFeBOOK NEW YORK LONDON PA R I S MILAN TOKYO CHICAGO TROY DALLAS B E V E R LY H I L L S PA L M B E A C H BOSTON TLFeBOOK TLFeBOOK TLFeBOOK TLFeBOOK HBR 66 Features 54 April 2005 54 How Strategists Really Think: Tapping the Power of Analogy Giovanni Gavetti and Jan W. Rivkin 78 The exhilarating feeling of “I’ve seen this situation before!” leads sometimes to strategic breakthroughs, sometimes to disaster. Here’s how to make sure your analogical reasoning is on the money. 66 Seven Transformations of Leadership David Rooke and William R. Torbert Few leaders try to understand their leadership styles. They should, because those who undertake a voyage of personal understanding and development