The Power of Ordinary Practices — HBS Working Knowledge Interview with Dr Teresa Amabile

Teresa M. Amabile's research centers on how the work environment can influence the motivation, creativity, and performance of individuals and teams. A recent study focused on the influence of team leaders on these factors. Professor Amabile and New Business publisher Mike Roberts recently discussed her research. New Business: Teresa, tell us about the general context of your research. Teresa Amabile: With all the focus entrepreneurs and business executives place on strategy, they can lose sight of the people "in the trenches" who actually have to implement the strategy—the knowledge workers who are carrying out the work of the organization. In my research we look at how entrepreneurs and executives can think about the day-by-day management of those people in the trenches,

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The Inauthentic Community of the Modern Executive - Roger Martin, Harvard Business Review

Marshall McLuhan famously said: "We shape our tools and thereafter our tools shape us." The same, I believe, holds for community. We shape our community by choosing which actors comprise it and what roles they play. And we want to be a valued member of that community, so we adhere to its norms and conventions — our happiness depends on it. For this reason, the community we choose is critically important. If it is a productive community, it will help make us better. If it is unproductive, it will quietly but surely make us worse. So it behooves us to explore the quality of the community of the modern business executive. As mentioned in my last post, customers, employees, home city and long-term shareholders loomed large in the typical community of the 1950s and 1960s. The intimacy of these communities was aided by the more manageable scale of the enterprises of the day. GM, the behemoth of 1960, pulled in revenues that would in today's dollars ($66 billion) put it behind Archer Daniels Midland, 2009's 27th placed company, way below number one Exxon Mobil with $442 billion. In fact, only ten companies in 1960 were bigger than regional power utility Pacific Gas and Electric (#176) in 2009.

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The Big Idea: Capital Market Funds For Invention - Harvard Business Review

Here is a very interesting idea from Nathan Myhrvold, the former Chief Technology Officer of Microsoft. As the cofounder of Intellectual Ventures, he has been reviled as a patent troll - a renegade who buys up patents and uses them to hold up companies. Nothing could be further from the truth. In this worthwhile article from Harvard Business Review, he proposes the world needs a capital market for invention like the venture capital market for start-ups and the private equity market for revitalizing inefficient companies. The argument: Inventing—producing useful, patent-worthy ideas—is a dysfunctional, cash-starved activity that’s overly dependent on government largesse because it is not organized as a for-profit activity. A better approach:

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