11 2014

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SPOTLIGHT ON THE 21ST-CENTURY WORKSPACE

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ABOVEMichael WolfThe TransparentCity 73, 2008

TALK THE WALKles what the bestteaders do. hbr.org/goitalk

hbr.org., October 2014

Balancing "We" and "Me" The open office is the dominant form ofworkplace design for good reason—it fosters collaboration, learning, andengagement—but it's far from perfect. Building on new research into the natureof privacy, office design experts from Steelcase offer workspace strategies thatsupport collaboration. Christine Congdon, Donna Flynn, and Melanie Redman

5' Transparency Trap Too much openness can make employees feelexposed and afraid to try anything new. To increase creativity and efficiency,companies need to create zones of privacy within open environments.Ethan Bernstein

61 Workspaces That Move People When it comes to boosting performance,face-to-face interactions are by far the most important activity in an office.Ben Waber, Jennifer Magnolfi, and Greg Lindsay

October 2014 Harvard Business Review 5

Capturing valuemay be the onlyway to save abusiness.

Hacking Tech'sDiversity ProblemHow can tech companies increase theirdismally low numbers of women? By tacklingbiases with an iterative, experimentalapproach in the "lean start-up" tradition.loan C. Williams

94

HBR.ORG

Capture More ValueBusinesses constantly innovate to createmore value—but too often they fail tomaximize the rewards of their breakthroughs.A new framework can help them spot missedopportunities. Stefan Michel

Profits at theBottom of the PyramidA framework to help companies earn profitswhile pursuing socially beneficial venturesin low-income markets Erik Simanis andDITCC111Dake

Changing consumers'behavior and rethinkingthe way products aremade and deliveredare the most commonhurciles companiesface in bottom-of-the-pyramid markets. 86

1

DE0Four strategiesfor making betterhiring decisions.hbr.org/video'hiring

Features October 2014

I THE PIGMEA

The Rise (and Likely Fall)of the Talent EconomyTaiefll. has becoine the key assetili-ilhemodern economy—and that shift has adark side. Roger L. Martin

Fallon's Chairmanon GettingClients to TakeCreative RisksThe rigorous strategybehind the agency's edgycampaigns can persuadeclients to take the leap.Pat Fallan

6 Harvard Business Review October 2014

86

INSTALLATION,MAINTENANCE.AND REPAIR

TRANSPORTATION ANDMATERIAL MOVING

OFFICE ANDADMINISTRATIVE

SUPPORT

BUILDING ANDGROUNDS CLEANINGAND MAINTENANCE

PROTECTIVESERVICE -

HBR.ORG

Departments October 201/

From the EditorInteraction

Idea \A/atch23 EXECUTION

Putting Sales at thetenter of StrategyHow to connect the C-suite's plans withrealities in the field PLL:.- Designingcharitable initiatives that drive sales, andthe danger of touting a product as "the best"

Only a fraction ofcompanies' strategicplans are effectivelyexecuted.page 23

30 OEFEND YOUR RESEARCH

People Don't LikeAnything (or Anyone)Moving Toward ThemAdvertisers, take note: Approaching objectsand images inspire negative feelings.

4 32 IISION STATEMENT

What We'll Be Doing in 2022Predictions from the U.S. Bureau ofLabor Statistics

39 STRATEGIC HUMOR

SALES AND RELATED

The futuro of U.S. employmentpage 32

"1 don't need to be first:just need to be best."

page 124

"TOGETHER"Motivate youremployees withone word.hbr.org/go/together

THE SHORTLISTA curation ofthe week's bestmanagementstories, sentto your in-box.enewsletters.hbr.org

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Turning Losses intoopportunities page 105 FOOD PREPARATION

AND SERVING

105 Experience105 MANAGING YOURSELFRebounding from CareerSetbacksTransforming anger and self-doubt intomotivation and excitement about newpossibilities Mitchell Lee Marks, Philip Mirvis,and Ron Ashkenas

113 CASE STUDYShould a Female Director "Tone ItDown"? Sarah's repeated requests forfinancial data have annoyed other boardmembers. Boris Groysberg and Deborah Bel!

118 SYNTHESISThe digital age, then and nowWalter Frick

121 EXECUTIVE SUMMARIES

124 LIFE'S WORKBobbi Brown The cosmeticsentrepreneur on building a brandwithin a big company

8 Harvard Business Review October 2014