Harvard Business Review May 2011 Issue

A penchant for collaboration and unconventional solutions helped this new CEO become a leader in the fight to reduce greenhouse gas emissions.

Nothing is more motivating than daily progress in work that matters to you. Learn what managerial actions facilitate small achievements as well as breakthroughs.

After years of cutting back, companies can boost productivity by arming more managers with assistants.

Breaking news: The world actually isn't flat. Geographic, cultural, and political differences among markets matter, often quite a lot. Smart multinationals appreciate diversity and turn it to their advantages.

You don't need extensive experimentation and prototyping to identify very powerful business model innovations.

The managers most responsible for a company's success or failure-sho-floor supervisors, leaders of R&D teams, managers in restaurants or call centers-are the ones with whom the CEO interacts with the least.

Africa's economy is ready to take off, a new in-depth study reveals. Here's a look at how to get in on the ground floor.