Breaktrhoug ideas
Páginas: 32 (7918 palabras)
Publicado: 25 de noviembre de 2010
HBR.ORG
THE HBR LIST
Breakthrough Ideas for 2010
January–February 2010 Harvard Business Review 41
ILLUSTRATION: LASSE SKARBOVIK
HBR.ORG
THE HBR LIST
When the business community supports an idea, change can happen fast. HBR’s annual ideas collection, compiled in cooperation with the World Economic Forum, offers 10 fresh solutions we believe would make the world better. Rangingfrom productivity boosting to nation building, from health care to hacking, any of the ideas presented in the following pages could go far with broad-based buy-in. Which ones will you get behind?
TERESA M. AMABILE AND STEVEN J. KRAMER RONALD DIXON
2
1
What Really Motivates Workers
Understanding the power of progress
LAWRENCE M. CANDELL
Page 44
The Technology That Can RevolutionizeHealth Care
Page 45
Hint: It’s not high cost or high tech
3
What the Financial Sector Should Borrow
Page 46
JACK D. HIDARY ERIC BONABEAU, ALPHEUS BINGHAM, AND AARON SCHACHT
5
Page 48 Page 50
4
Getting the Drugs standards We Need Simplespur would
innovation
A military approach to keeping the economy safe
ROBERT E. LITAN AND LESA MITCHELL
A Market Solution forAchieving “Green”
Financing that encourages building retrofits
6
Page 52
Removing the technology licensing obstacle
8
SENDHIL MULLAINATHAN
PAUL ROMER CARNE ROSS
Creating More Spotting 9 Independent Hong Kongs Bubbles How charter cities can change We have the the rules for struggling 10 Diplomacy on the tools to sound economies Why pretend that only nation-states the alarm early shapeinternational affairs? Rise
Page 55 Page 54
42 Harvard Business Review January–February 2010
Page 57
Page 53
A Faster Path from Lab to Market
BILL JENSEN AND JOSH KLEIN
Hacking Learn to love the rule breakers Work
7
THE HBR LIST
1
LEADERSHIP
TERESA M. AMABILE AND STEVEN J. KRAMER
What Really Motivates Workers
Understanding the power of progress
A
The ProblemThis was apparent in vivid detail in the sk leaders what they think diaries we asked these knowledge workers makes employees enthusias- to e-mail us every day. In one end-of-day entry, an information systems professional tic about work, and they’ll tell rejoiced that she’d finally figured out why you in no uncertain terms. In something hadn’t been working correctly. a recent survey we invitedmore than 600 managers from dozens of “I felt relieved and happy because this was a minor milestone for me,” she wrote, addcompanies to rank the impact on employee ing that her efforts to enhance a specific motivation and emotions of five workplace factors commonly considered significant: version of software were now “90% comrecognition, incentives, interpersonal sup- plete.” A close analysis ofnearly 12,000 diport, support for making progress, and clear ary entries, together with the writers’ daily goals. “Recognition for good work (either public or private)” came out number one. Unfortunately, those managers are wrong. Having just completed a multiyear study tracking the day-to-day activities, emotions, and motivation levels of hundreds of WHAT HAPPENS ON A GREAT WORKDAY? knowledgeworkers in a wide variety of setOn 76% of their best days, diarists mentioned progress, making it the most frequently reported type of event on tings, we now know what the top motivathose days. tor of performance is—and, amazingly, it’s the factor those survey participants ranked 76% dead last. It’s progress. On days when workBEST DAYS ers have the sense they’re making headway WORST DAYS 53% in theirjobs, or when they receive support 43% 43% that helps them overcome obstacles, their emotions are most positive and their drive 25% 25% to succeed is at its peak. On days when 4% 12% they feel they are spinning their wheels or encountering roadblocks to meaningful PROGRESS INSTRUMENTAL INTERPERSONAL COLLABORATION SUPPORT SUPPORT accomplishment, their moods and motivation are lowest.
ratings...
THE HBR LIST
Breakthrough Ideas for 2010
January–February 2010 Harvard Business Review 41
ILLUSTRATION: LASSE SKARBOVIK
HBR.ORG
THE HBR LIST
When the business community supports an idea, change can happen fast. HBR’s annual ideas collection, compiled in cooperation with the World Economic Forum, offers 10 fresh solutions we believe would make the world better. Rangingfrom productivity boosting to nation building, from health care to hacking, any of the ideas presented in the following pages could go far with broad-based buy-in. Which ones will you get behind?
TERESA M. AMABILE AND STEVEN J. KRAMER RONALD DIXON
2
1
What Really Motivates Workers
Understanding the power of progress
LAWRENCE M. CANDELL
Page 44
The Technology That Can RevolutionizeHealth Care
Page 45
Hint: It’s not high cost or high tech
3
What the Financial Sector Should Borrow
Page 46
JACK D. HIDARY ERIC BONABEAU, ALPHEUS BINGHAM, AND AARON SCHACHT
5
Page 48 Page 50
4
Getting the Drugs standards We Need Simplespur would
innovation
A military approach to keeping the economy safe
ROBERT E. LITAN AND LESA MITCHELL
A Market Solution forAchieving “Green”
Financing that encourages building retrofits
6
Page 52
Removing the technology licensing obstacle
8
SENDHIL MULLAINATHAN
PAUL ROMER CARNE ROSS
Creating More Spotting 9 Independent Hong Kongs Bubbles How charter cities can change We have the the rules for struggling 10 Diplomacy on the tools to sound economies Why pretend that only nation-states the alarm early shapeinternational affairs? Rise
Page 55 Page 54
42 Harvard Business Review January–February 2010
Page 57
Page 53
A Faster Path from Lab to Market
BILL JENSEN AND JOSH KLEIN
Hacking Learn to love the rule breakers Work
7
THE HBR LIST
1
LEADERSHIP
TERESA M. AMABILE AND STEVEN J. KRAMER
What Really Motivates Workers
Understanding the power of progress
A
The ProblemThis was apparent in vivid detail in the sk leaders what they think diaries we asked these knowledge workers makes employees enthusias- to e-mail us every day. In one end-of-day entry, an information systems professional tic about work, and they’ll tell rejoiced that she’d finally figured out why you in no uncertain terms. In something hadn’t been working correctly. a recent survey we invitedmore than 600 managers from dozens of “I felt relieved and happy because this was a minor milestone for me,” she wrote, addcompanies to rank the impact on employee ing that her efforts to enhance a specific motivation and emotions of five workplace factors commonly considered significant: version of software were now “90% comrecognition, incentives, interpersonal sup- plete.” A close analysis ofnearly 12,000 diport, support for making progress, and clear ary entries, together with the writers’ daily goals. “Recognition for good work (either public or private)” came out number one. Unfortunately, those managers are wrong. Having just completed a multiyear study tracking the day-to-day activities, emotions, and motivation levels of hundreds of WHAT HAPPENS ON A GREAT WORKDAY? knowledgeworkers in a wide variety of setOn 76% of their best days, diarists mentioned progress, making it the most frequently reported type of event on tings, we now know what the top motivathose days. tor of performance is—and, amazingly, it’s the factor those survey participants ranked 76% dead last. It’s progress. On days when workBEST DAYS ers have the sense they’re making headway WORST DAYS 53% in theirjobs, or when they receive support 43% 43% that helps them overcome obstacles, their emotions are most positive and their drive 25% 25% to succeed is at its peak. On days when 4% 12% they feel they are spinning their wheels or encountering roadblocks to meaningful PROGRESS INSTRUMENTAL INTERPERSONAL COLLABORATION SUPPORT SUPPORT accomplishment, their moods and motivation are lowest.
ratings...
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