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In "Strategy & Execution" a monthly column on FastCompany.com, Vijay Govindarajan and Chris Trimble address crucial issues that corporations face when executing experimental new businesses.

The Monster in the Closet: Reliable Unpredictability
Companies must balance efficiency and entrepreneurship, and embrace reliable unpredictability.

By the Numbers: You Can't Quantify Learning
Paying close attention to the bottom line and objective measures of performance doesn't always work. So how do you evaluate innovators and experimental businesses?

Planning Not to Learn
Time spent planning is not always time spent not doing. Those who plan -- learn.

Shooting for the Moon
Aspirations -- like leadership skills -- aren't always enough. Leaders must do more than motivate; they must manage.

What's So Good About Business?
Instead of being defensive when people challenge business activities, benefits, and ethics, leaders should be more vocal about what they do right -- and how they help society.

Strategy, Execution, and Innovation
Innovators know that the importance of strategy decreases as uncertainty increases. The solution? Strategize. Then, strategize again.

A Challenge of Olympic Proportions
As companies such as Kodak show, innovation isn't the only requirement for success. Leaders need to execute on their ideas, as well.

Forget, Borrow, Learn
The needs of new business efforts and existing organizational initiatives aren't necessarily mutually exclusive. Leaders need to find a middle way that draws on innovation as well as efficiency.

Amnesia by Design
If it's true that organizational history repeats itself, perhaps the best thing to do is forget everything that you've leraned.

Experimentation Is Easy, Learning Is Not
The notion of experimenting and learning makes everyone feel good. But not everyone really understands what it means.

Our Wish for 2005
There are dozens of ways to make a profit. But only one that connects with the soul.

Innovation and the Inevitable Break-the-Rules Backlash
Nuture new ways of doing business within your organization--but not at the expense of the "old guard."

A Source of Pride
We are in the midst of a transition in our work, from writing to advising.

Borrow -- in Moderation
Startup teams within larger organizations shouldn't learn all the lessons of their parent companies.

When the Curve has Passed You By
A revolutionary competitor threatens to make your business obsolete. What to do?

When Cultures Collide
You've just bought another company. Now leave it alone.

Is Innovation in your Organizational DNA?
An organization built for success in one business is unlikely to succeed in a much different one. Unless, that is, it creates a separate group with an entirely different DNA.

Ideas Are Not Enough
Yes, groundbreaking ideas are important. But in any great innovation story, the brainstorm is only the beginning.

From Idea to Execution
So you've found a great idea and a great leader to champion it. The biggest challenges are still to come.

To Build Up Innovation, Break Down Your Networks
Creating new networks is the only way for an organization to push innovation past the idea stage.

Same Old Challenges in New Telecom Era
No competitor, whether born in the Internet boom or several decades earlier, will succeed without recognizing that revolutions in strategy call for bold steps in organizational design.

Global Connection, which presents the center's views on globalization, the digital revolution, and leadership, is written by Professor Chris Trimble. You may downlaod an article below.

Fall 2002: Not All Profits Are Equal (PDF)
Is the pursuit of profit good, or is it evil? Professor Trimble introduces new terminology for diagnosing when the pursuit of profit and the pursuit of a social contribution are in conflict, and when they are actually one and the same.

April 2002: A Decade of Direct Investment (PDF)
This is not a time for retrenchment, it is a period of significant need for overseas investment. Global corporations can be the most productive mechanism for investing in the developing world.

February 2002: Speeding Violations (PDF)
The dotcom collapse is not the fault of venture capitalists, entrepreneurs, stock analysts, or any particular group. It resulted from the imperfect functioning of the economy as a system.

January 2002: The Invisible March (PDF)
Why isn't there any activism to support the positive aspects of globalization? Can CEOs lead in this area?

November 2001: Serving the Needs of the Poor-For Profit (PDF)
By focusing on the creation of economic growth, CEOs can ease the poverty and inequality that contribute to world conflict.

October 2001: Size Still Matters (PDF)
Corporations are sticking to their competencies and outsourcing the rest. But is bigger really better? Three reasons to expect a renewal of vertical integration.

August 2001: Worse Before Better (PDF)
Can corporations be more open with the investment community when launching risky new ventures?

May 2001: Better Technology, Same Old Humans (PDF)
Computer networks speed up information flows. But they don't predict the future. That's still up to managers.

March 2001: The Imminent About-Face in e-Business Priorities (PDF)
With so much hype about the promise of the internet to deliver transformational new business models, have we overlooked the importance of using the internet to make today's businesses work better?

    Copyright 2002 The Trustees of Dartmouth College. All rights reserved.