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Our Editors Our Editors tag:blogs.harvardbusiness.org,2007-03-31:26 2013-09-10T17:08:02Z A regular dispatch from the front lines of management by the editorial team at the Harvard Business Review. Movable Type Pro 4.37 Why Is Innovation So Often Synonymous With Disappointment? tag:blogs.harvardbusiness.org,2007-03-31:26.14549 2013-09-10T15:00:01Z 2013-09-10T17:08:02Z Because a pure idea is a beautiful thing, and seeing it get mauled as it struggles to become something real... Andrew O'Connell
Because a pure idea is a beautiful thing, and seeing it get mauled as it struggles to become something real can be highly disappointing. It's painful to see your "bridge to the moon" end up as a mere woodshed.

Welcome to HBR's new Insight Center: Beyond the Breakthrough: Executing on Innovation. This four-week series addresses the reality problem that always besets great ideas, and our thesis in curating it is that reality isn't a problem — or at least it doesn't have to be. We believe that reality too can be a beautiful thing, although, granted, it's more of an acquired taste.

We'll take a close look at the execution aspects of innovation. In other words, you've birthed the breakthrough idea — now what? How do you nurture it, raise it, put it on its own two feet? How do you make sure it has an impact on the world? We'll draw on a range of writers with a range of insights.

Ethan Mollick of Wharton will reveal the overlooked value of individual middle managers in executing on innovation. The best project managers, he writes, have a "magical" impact; companies need to do a better job of supporting and encouraging them. Scott Anthony will show how organizations can improve an idea's chances by ensuring full commitment to innovation. Josh Lerner of Harvard Business School urges companies to look beyond the usual R&D approach to consider becoming corporate venture capitalists themselves, a point he expands on in his article "Corporate Venturing" in the October 2013 issue of HBR.

Bart Barthelemy and Candace Dalmagne-Rouge of Wright Brothers Institute argue that execution is inextricably tied to identifying the right problem to solve, and they show how people as varied as illusionists and set designers can help an organization gain insights from beyond the corporate world. Gary Hamel will explore how companies build their innovation engines.

We'll also look at how organizations are using crowdfunding internally to bring their new ideas to life, as well as the qualities that help great entrepreneurs execute on their ideas.

Turning innovative ideas into new products and services isn't easy, and there is no one-size-fits-all strategy for doing so. But there are insights that can help you travel the rocky road of executing on innovation, and raise your odds of success. We look forward to sharing some of those with you and hearing your views on what it takes to turn innovative ideas into reality.

Executing on Innovation
An HBR Insight Center

Innovation Isn't an Idea Problem

Five Ways to Innovate Faster

Ready to Innovate? Get a Lawyer.

Just How Valuable Is Google's "20% Time"?

  http://blogs.hbr.org/hbr/hbreditors/2013/09/why_is_innovation_so_often_syn.html Strategic Humor: Cartoons from the October 2013 Issue tag:blogs.harvardbusiness.org,2007-03-31:26.14511 2013-09-09T13:00:03Z 2013-09-06T18:53:43Z Enjoy these cartoons from the October issue of HBR, and test your management wit in the HBR Cartoon Caption Contest... Meghan Ennes
Enjoy these cartoons from the October issue of HBR, and test your management wit in the HBR Cartoon Caption Contest at the bottom of this post. If we choose your caption as the winner, you will be featured in next month's magazine and win a free Harvard Business Review Press book.

"Watch yourself out there. This guy looks like he means business."

Mick Stevens

"We don't expect you to be married to your job, but the odd date might be nice."

Susan Camilleri Konar

"Hey, Frank, hold up. I stapled the wrong list of grievances to your forehead."

PC Vey

"All booty, ill-gotten or otherwise, must be declared as income."

Michael Shaw

 And congratulations to our September caption contest winner, Tim Dean of St. Louis, Missouri. Here's his winning caption:

"Hope you like decaf."

Cartoonist: Paula Pratt

 NEW CAPTION CONTEST
 Enter your own caption for this cartoon in the comments field below — you could be featured in next month's magazine and win a free book. To be considered for the prize, please submit your caption by Thursday October 19, 2013.

Cartoonist: Paul Kales
  http://blogs.hbr.org/hbr/hbreditors/2013/09/strategic_humor_cartoons_from_2.html Ambitious Women Face More Obstacles than Just Work-Life Balance tag:blogs.harvardbusiness.org,2007-03-31:26.14524 2013-09-05T18:13:33Z 2013-09-06T15:22:03Z For the past year and change, the American conversation about women and leadership has revolved around challenges of work-life balance... Sarah Green
For the past year and change, the American conversation about women and leadership has revolved around challenges of work-life balance — which most of the time actually means "work-family balance."

The women we're hearing from — Anne-Marie Slaughter, Sheryl Sandberg, and the rest — aren't jetting out of the office at 5:30 to train for a marathon or learn Chinese or even just binge-watch Law and Order: Special Victims Unit. They're leaving "early" to take care of their children. And so we talk about having it all, leaning in, or opting out — and we talk about women who don't make it to the very top of their companies, still, as if it's a personal choice.

The truth is — as many have pointed out — that lots of ambitious people, male and female, make personal choices that take them off the path of leadership. It's also true that women are often gently but firmly nudged off this path more frequently than men, when work and family invariably clash. And that is a problem. Not just for the women, but for the companies missing out on the benefits of diversity and the economy that's not playing with a full talent deck.

But while that is a major obstacle to getting more women into senior roles, it's far from the only — or even the most important one. Yesterday, I interviewed HBR Editor Amy Bernstein about our current issue, which spotlights women in leadership. We agreed that it's time to shift our focus away from issues of work and life, and personal career decisions about "sitting at the table" or "leaving before you leave," to look at some of the institutional barriers that women still face.

One of these challenges is what Herminia Ibarra, Robin Ely, and Deborah Kolb call "second-generation gender bias." The basic idea: we become leaders iteratively, by taking increasingly challenging roles, learning, and then having our performance affirmed by those around us. For women, this process is often interrupted for a simple reason: when women display leadership behaviors we consider normative in men, we see them as unfeminine. When women act more feminine, we don't see them as leaders.

A previous McKinsey study also identified another barrier: women aren't given as many high-profile, big budget, or international assignments as their male peers. These are the developmental projects that put talented women on the path to the C-Suite.

Work from Catalyst identified another challenge: women aren't sponsored by higher-ups to the same degree that men are, although women do tend to have lots of mentoring relationships. This translates to women receiving lots of well-meant advice, but not a lot of growth roles.

(The depressing list goes on. My colleagues at HBR have pulled together some of the latest research on these and other barriers, along with a curated reading list from HBR's deep archive on this issue.)

It would be disingenuous to say that none of these challenges are related to the joys and burdens of parenting, which still disproportionately fall to women. But increasingly, men share in those joys and burdens too. And the women we're talking about — ambitious mid- to senior-level executives with their eye on the C-Suite — can afford to mitigate a lot of those burdens. So I think it's also disingenuous to portray — as so much of the popular press does — the lack of women at senior levels as evidence of some personal choice on their part.

At the same time, it's not exactly that there's a glass ceiling (or a glass cliff, or a maternal wall): the days of blatant discrimination are (mostly) behind us. Today, it's more like a glass obstacle course of a hundred hard-to-see hurdles.

No wonder so many women seeking leadership roles suffer from bruised shins. No wonder so many of them never make it to the other side.

And yet, as Bernstein was quick to point out, when I asked her if it was depressing that we're still, in 2013, talking about this:

But we can deal with it. We can address it. Nissan addresses it, Avon addresses it, Merck addresses it. Big companies that don't turn easily address it, and they make a difference, and they have seen results. So yes, [gender bias] is bad, and no one want to have to talk about it, but given that it's still out there, isn't it wonderful that we can figure out how to deal with it, how to address it, and how to overcome it. And then we can go on to the next thing.

Here's to overcoming it.
  http://blogs.hbr.org/hbr/hbreditors/2013/09/ambitious_women_face_more_obst.html Research: To Reduce E-mail, Get Execs to Send Fewer Messages tag:blogs.harvardbusiness.org,2007-03-31:26.14360 2013-09-04T17:00:26Z 2013-09-06T15:22:46Z You can ease an organization's overall e-mail burden by teaching top executives to send fewer, and clearer, e-mails, a team... Andrew O'Connell
You can ease an organization's overall e-mail burden by teaching top executives to send fewer, and clearer, e-mails, a team from consulting and academia has discovered. In a study at the headquarters of a large company, the team found that each executive e-mail begets a time-wasting flurry of other messages, especially if the original is confusing or ambiguous.

To see how dramatic the potential time savings can be, take a look at this interactive:

The figures in the exhibit assume that each staff member sends 40% fewer messages (on average) than each executive, that a message consumes 1.5 minutes of an employee's time, and that the staff's e-mail reduction rate is 1.185 times greater than the executives'. The researchers found this "contagion ratio" at the headquarters they studied.

The interactive is based on research by Chris Brown and Andrew Killick, practitioners at Modeuro Consulting, and Karen Renaud, a senior lecturer at the University of Glasgow. For more on their findings, read this article from our September issue.
  http://blogs.hbr.org/hbr/hbreditors/2013/09/research_to_reduce_email_load.html Research: Underdog Businesses Are More Likely to Post Fake Yelp Reviews tag:blogs.harvardbusiness.org,2007-03-31:26.14482 2013-08-30T20:28:26Z 2013-08-30T20:29:59Z The rise of online review platforms like Yelp has empowered consumers by reducing the informational asymmetry surrounding unfamiliar products and... Kevin Li
The rise of online review platforms like Yelp has empowered consumers by reducing the informational asymmetry surrounding unfamiliar products and services. But some businesses face strong incentives to post fake reviews, which compromises the trustworthiness of such review sites.

How prevalent are such fake reviews, and what firms are mostly likely to post them? New research reveals that independent businesses, those without many existing reviews on Yelp, and those that face intense competition are more likely engage in review fraud on Yelp.

I reached out to authors Michael Luca, Professor at Harvard Business School, and Georgios Zervas, Assistant Professor of Marketing at Boston University School of Management, to discuss their findings. Here's an edited transcript of our conversation.

How did the two of you become interested in this line of research?

Michael Luca: We've both done extensive work on consumer review websites in the past, and I've seen in prior research that Yelp reviews are incredibly influential on sales. Because of this influence and because these types of platforms have proliferated over the last decade - think of Yelp, TripAdvisor, Angie's List, and scores of others - it's important to understand the pros and cons of this type of system relative to other information sources.

Georgios Zervas: I was working on reviews as well but from a different perspective. I was trying to see what actually shapes reviews, so I was looking at online promotions like Groupon and LivingSocial and trying to explain why these coupons tended to result in negative reviews on Yelp. So we had both done work on reviews, and we joined forces to work on fake reviews.

According to your research, what leads businesses to post fake reviews on Yelp?

Georgios: The incentives are economic. The system is set up in such a way that businesses can benefit a lot from soliciting fake reviews. So businesses will respond to incentives such as a bad recent reputation, or having few reviews, or generally being unknown.

You've shown that some new businesses post fake positive reviews when they have very few existing reviews. Conversely, established businesses (including chains) are less likely to post fake reviews. Is it possible that high-quality firms might use fake reviews as a form of free but fraudulent advertising, from which they "graduate" as their reputation builds?

Georgios: Yes, I think that makes a lot of sense. For example, restaurants may be very resource-constrained, so when a new restaurant is starting out, they may not have enough resources for advertising, and of course, fake reviews are seen by a lot of people to have a very low production cost. Once these restaurants become established, potentially they'll have more resources to invest in advertising so it's very logical that they would graduate to more legitimate forms of advertising.

Besides misleading consumers, are there any other economic costs or inefficiencies that fake reviews cause?

Michael: Just the mere presence of fake reviews has led to an arms race in the review industry. These review sites dump resources into solving the fake review problem by making it more difficult for someone to leave a review, or by forcing a reviewer to jump through more hoops to make sure he or she is real, or by filtering some reviews off of the site, as Yelp does. Every barrier that you construct on these types of platforms will help reduce the number of fake reviews, but also actually reduces the number of real reviews on the site.

Michael, you mentioned earlier that Yelp reviews can significantly affect sales. How can we quantify that effect?

Michael: The way to think about returns to reviews is in the value of the rating. Say the user goes onto Yelp and sees a business with 3.5 stars and 10 reviews next to it. And the estimates we saw in prior work is that a one-star increase in rating leads to more than a 5% increase in sales for independent businesses, which is a really huge effect. If you think about your ability to influence this at the margin, especially when you don't have many reviews, you have a very high-powered incentive to leave fake reviews.

In future work, what are some other independent variables about a business (like social media engagement, which you've mentioned) that you want to correlate with propensity to commit Yelp fraud?

Michael: One thing that we think would be exciting is the relationship between fraud and advertising. We see that people who are committing fraud have just had a negative reputational shock, are facing intense competition, or are early on in their business life cycle. On the other hand, we have work that suggests that firms using advertising have established reputations, have had positive reputational shocks. So our plan for our follow-up paper is actually to look through and think about the relationship between review fraud and advertising decisions. The question is, do firms face a substitution decision between advertising and review fraud?

How can a content aggregator like Yelp use this paper to improve its ability to detect fake reviews?

Georgios: The detection algorithms for sites like Yelp work by going through a set of reviews and carefully classifying them into real and fake reviews. Then they try to figure out some distinguishing characteristics of fake reviews. For example, fake reviews might come from users that have only written one or two reviews on Yelp ever. Then they use that indicator as a positive signal of a review being suspicious for new reviews that arrive on the site. We suggest that all these features we've identified - a business being new, or a business having recently received bad reviews, or a business facing increased competition - could be incorporated with those prior features into existing algorithms to predict whether a review is fake or not.

How might a small business with a Yelp presence use this research to improve its own sales?

Michael: One simple example is to engage with the system in an ethical way: claim your business on Yelp, make sure the information and hours are correct. This kind of persona can generate more legitimate reviews without gaming the system. Small businesses can also understand how exactly the Yelp system works. If you ask 10 small businesses how Yelp decides to aggregate reviews, you might get 10 different answers. Spending a couple of hours to understand the system and what exactly is being displayed on the other end could reduce the anxiety of somebody who otherwise views Yelp's algorithm as a black box.

What should customers who use Yelp know?

Michael: The customer should realize that some reviews might be illegitimate, and our work gives a sense of the situations in which you're most likely to see a fraudulent review.

Georgios: Most users may just look at the rating itself. Our work tells the consumer that he actually needs to read the reviews, inspect the business, ask about their advertising, ask whether it's a chain, see if it's in a highly competitive area, and then make up his mind.

To wrap up, many of your empirical results are consistent with and thus powerfully supported by theoretical predictions. Did any of your results instead surprise you by going against prediction?

Georgios: One thing that surprised us both was our very first finding - that approximately 16% of all reviews are filtered by Yelp. Nobody had measured that before. So while you could see the number of filtered reviews for an individual business, nobody had done an extensive site-wide measurement of how many reviews were suspicious.

Michael: We've found that the "bad apple theory" isn't quite valid. In our research, we both talked to a lot of small businesses, and we don't have the sense that there are these small businesses going around trying to cheat the system. Something we didn't see fully beforehand is that there's simply a lot of pressure for a small business starting out without an established reputation to go and do something that doesn't necessarily seem unethical at the time. But taking a step back, these businesses will often recognize the ethical implications of what they're trying to do.

  http://blogs.hbr.org/hbr/hbreditors/2013/08/research_underdog_businesses_a.html Steve Ballmer's Big Lesson for the Rest of Us tag:blogs.harvardbusiness.org,2007-03-31:26.14462 2013-08-26T16:02:05Z 2013-08-29T21:43:37Z The business media lit up over the weekend with the news that Steve Ballmer, the college friend who worked alongside... Julia Kirby
The business media lit up over the weekend with the news that Steve Ballmer, the college friend who worked alongside Bill Gates to build Microsoft and was heir to the CEO job, will step down within a year. Ballmer, whose skills were in many ways complementary to Gates', took the helm of an already massive organization as it entered an era of relentless disruptive innovation by competitors. He managed to hold the stock price on a pretty even keel, but no better than that.

It's worth taking a step back to look at what all the chatter is about.

The debate has focused almost entirely on the leadership of innovation. Read just a few of the articles — some of the buzzier ones have been a condemnation by The New Yorker's Nicholas Thompson, an incisive critique by Derek Thompson of The Atlantic, and a counterargument by Timothy Lee in The Washington Post. There's a pattern in them. They argue over whether Bing was a respectable competitive response to Google or not; they give Xbox its due, while tending to cordon it off as a special case; they accuse Microsoft of being oblivious to the threat posed by Web and mobile apps, or point to evidence that it was responding. Ballmer is being damned or defended wholly on the string of innovative (or not) products released on his watch.

So the big lesson other CEOs should take away from this public trial is a cautionary one: this is how you, too, will be judged. We have known for a long time that innovation is the name of the game now. Peter Drucker made the point in HBR's pages 18 years ago, writing that "Core competencies are different for every organization .... But every organization needs one core competence: innovation."

We've known even longer that our legacy organizations are not geared to excel at innovation. This was the point of James March's classic 1991 paper Exploration and Exploitation in Organizational Learning. He pointed out that companies had much more to gain in the short-term, and therefore were tooled to compete, by exploiting opportunities already found than by exploring the business landscape for new ones. It's a point that Clay Christensen put his own twist on with The Innovator's Dilemma: Even when leaders know intellectually that groundbreaking innovation is imperative, they find themselves investing in incremental refinements to please their most sophisticated customers, and leave themselves wide open to disruption by upstarts. Geoffrey Moore once compared big companies trying to innovate to right-handed people writing with their left hands. All the apparatus may be in place, but if the organization isn't in the habit of doing it constantly, it will always be an awkward affair.

Despite two decades of seeing the problem, very few CEOs have thought seriously about how their organizations should be reinvented if innovation matters more than anything else. Well, guess what: it does.

Two other observations can be made about the public autopsy of Ballmer's career: It may constitute another small way that Steve Jobs left a dent in the universe. And it might be more about us in the end than about Ballmer — or any CEO.

I can't remember people obsessing about a CEO's legacy this much before Steve Jobs' decline forced the issue in his case. But I suspect this will not be the last departing CEO we will put under a glaring spotlight. And I predict, too, that the attention won't only follow titanic departures in the tech sector. We're figuring out that innovation is the be-all and end-all in every kind of business, and that the quality of leadership is a big factor in determining where it happens. At the same time, we have all gained access to immediate national conversations on the matters that interest us.

And the fact is that the matter does interest us. In the United States, there is a terrible anxiety about losing the innovative edge that has been our source of competitive advantage and can be our only salvation. Tyler Cowen's The Great Stagnation is a prime example; his reading of history convinces him that the U.S. has reached a "technological plateau" and reenergizing economic growth will be extremely hard to do. Peter Thiel, who innovated as a co-founder of PayPal, is similarly worried - and also worrying about the worry. "It would be hard to imagine the President of the United States declaring war on Alzheimers," he told a business crowd on Nantucket last year, "because our pessimism about technology has started to seep into the system."

This obsession over national competitiveness isn't only an American one. Smart people worldwide fret that the era of discovery is over and, economically speaking, we're now in for a rough ride. It makes me wonder if what we're really talking about, when we talk about Ballmer, is the fear of our own failure to innovate.

  http://blogs.hbr.org/hbr/hbreditors/2013/08/steve_ballmers_big_lesson_innovation.html The Debt Collection Company that Helps You Get a Job tag:blogs.harvardbusiness.org,2007-03-31:26.14403 2013-08-16T14:00:17Z 2013-08-16T14:45:48Z Bill Bartmann, CEO of debt collection company CFS2, does things a little differently. Instead of just calling, hounding, and suing... Sarah Green
Bill Bartmann, CEO of debt collection company CFS2, does things a little differently. Instead of just calling, hounding, and suing debtors to pay what they owe, he calls them "customers" and provides them with free job-search services, such as resume help and interview prep.

Perhaps the reason Bartmann runs his company differently is because he himself has never shied away from living life differently. A high school dropout who later put himself through college working at a hog slaughterhouse, he found himself $1 million in debt himself after his first business collapsed. He clawed his way back up by building CFS, the subject of this HBS case study — but then, that too, imploded. Now he's back (again), and doing things differently (again). What follows are edited excerpts of our conversation.

What's it like running a debt collection company that's so different from the rest of the industry?

 It's a little bit like telling everyone that the world is round, when they're still in that flat-earth society. The debt collection industry believes that you have to beat people up to get money out of them — that's in their DNA. We all know pleasure and pain are what motivate people, but the debt collection industry has only ever focused on pain. In our company, we've reversed that, and quite frankly it works wonderfully.

Maybe some of the people we work with made bad decisions, and maybe some you wouldn't want to hang out with, but most of them are people like you and me, and they just got swept up in an economic tsunami that literally knocked the blocks out from under them.

You've said the idea came from your employees. How did that happen?

Well, there was this emphasis on litigation by the debt collection industry. We saw that as a train wreck. The banks that sell these loans have so much reputational skin in the game, when the banks become aware of how exposed they are by the tactics of these agencies, we believe the banks will want to change course. So we had decided that we really needed to focus on the pleasure principle.

We knew we needed to be more than just nice, but we didn't know exactly what to do. I went to my employees. I said, "How do we create pleasure for the customer?" This was my plea to 120 employees at a company-wide meeting. What can we do to have them respect us, like us, to "friend them," for lack of a better term, to want to work with us? So ideas started coming from the audience. Some people suggested raise their FICO score, or help them get their credit back, get a credit card. So then we went to test these ideas with our customers: did they want these things? The customers did not. The customers said, excuse the French, "We want the damn phone to quit ringing." It was an epiphany. They didn't want the things we thought they wanted. Maslow's hierarchy? These people were not even on the bottom rung.

So we huddled everybody together again. They said, "The number one problem we hear from customers is that they don't have enough money to pay their bills." We realized if we help them get a better job, they'll have more money. It's one of those really simple things where you wonder, "Why didn't I think of that earlier?"

So how did you take that idea and actually put it into practice?

 We tried a number of different approaches which didn't work early on. It was mostly advice and suggestions, things of that nature. So we huddled again. And then an employee said, "We're going to have to do it for them. They can't do the heavy lifting themselves — they're so beat down they have no get-up-and-go left." So now we get the customer on the phone, get their info, write a resume for them. We realized we were on to something, and we said, "OK, let's do more of that." We start with a petri dish and if something doesn't work, we don't do it anymore. If something does work, we replicate it.

So tell me about that. How did you take what you'd learned about the resumes and replicate it?

We started doing job interview prep. We put customers on Skype before their interviews, show them what to wear, do mock interviews.

Then we said, "We've got to do more than hope they hear about a job, let's help them find one." So we created a job network. We take their resume and look for openings that fit their skill set. We'd find one, call up the customer, and ask them if it's of interest. Then we'd fill out the application. We'd schedule an interview. And then we would do the mock interview. And then at 8:00 am on the morning of the interview, we call our customer to get them out of bed.

Our success rate has been phenomenal.

How do other companies that are hiring your customers see this? Do they know they're being helped by a debt collection company?

It never comes up. The companies do not know that's how that person ended up there, and nobody really cares where the application comes from.

Were there any surprises you ran into, in implementing some of these ideas?

Not all our customers have the same buttons to hit. We're all different. So one of my employees said, "Why are we trying to figure out what they want; why don't we just ask them what they need?"

Early on, requests came in for food stamps, child care, a new hot water heater, fixing a leaky roof, a new wheelchair. Someone wanted a tree in his backyard cut down. Someone needed a casket for their father's funeral. And we said, "OK, we'll do that."

We've now delivered 203 services that are just as eclectic as you could imagine. In the case of the leaky roof, we called up Habitat for Humanity. The guy who needed a water heater, we called up Salvation Army. Cutting a tree down in the backyard, that was even more simple. We now keep a database of 6,000 agencies around the United States so that whenever we have a customer that wants or needs anything we can find someone who cares about that customer. There are organizations that care about every race, religion, gender, military service, and so on. We care about one person, the customer. So find out everything about who our customer really is so that we can target the organizations that care about some aspect of who they are.

I know you said the point wasn't to have it make money, but I read that you actually do make good money with this model.

This company is only 3 years old, so we're still growing, but our results today are two times that of any peer in the industry. That is shocking. Note to industry: There is a better model.

So what if other debt collection agencies start copying your model? Would that be a good thing? How will you adapt?

First, I hope they do copy my way. I'm not afraid of competition. We really think the world is a better place if we could get every debt collector to follow this model.

Secondly, we think there's enough debt out there that we don't' have to worry about competition.
 If somebody catches up to us, that's not their fault — that's our fault. We're first movers, and it's our job to stay ahead.

You know a few things about losing money, as well as making money. Advice for those out there who may be facing down failures, business or otherwise?

Somebody once told me that failure is not final. I thought that was just another cute little cliché thing. I didn't give it much shrift. But then I had the good fortune of failing a couple of times. And here's what I found out: he was right. Failure is not final. It is an awkward, uncomfortable, anxiety-filled portion of your life; it is not your whole life. It isn't who you are, it's what happened to you, and once you get that distinction, then you realize, "I can change that. I can come back. I can do again." Isn't that was capitalism is all about? We have the freedom in America to try anything we want to, and most of them do not work. But entrepreneurs say, "I just want some of them to work."

I really hope I end up being a role model for businesses and businesspeople who failed. Then I would look back at all of my failures and scuffed knees and bruised elbows and know it was worth it.
  http://blogs.hbr.org/hbr/hbreditors/2013/08/the_debt_collection_company_th.html The Dell Deal Explained: What a Successful Turnaround Looks Like tag:blogs.harvardbusiness.org,2007-03-31:26.14407 2013-08-15T17:00:24Z 2013-08-16T14:45:59Z You're CEO of a once great company, now beleaguered on all sides by competitors and a rapidly changing industry. How... Walter Frick
You're CEO of a once great company, now beleaguered on all sides by competitors and a rapidly changing industry. How do you get back on top?

That's the question Michael Dell has been asking himself since 2007, when he retook the top job at the computer company he founded in 1984. And last year, he decided that the answer was to take the company private, to escape the hectoring of the public market. (For more background on the potential deal, click here.) But even if he succeeds in convincing shareholders to let him buy back his company, the real challenges lie ahead.

Luckily for Dell — both the man and the company — the history of corporate turnarounds provides clues as to what the company must do to get back on track.

A Short History of Dell

How Dell went from dorm room startup in 1984, to the world's largest PC maker in 2005, and then saw its stock plummet precipitously the next year, is the subject of a lengthy Harvard Business School case study by HBS professor Jan Rivkin. The whole thing is a must read for anyone interested in the company's future, and a quick summary of the history it recounts is worth repeating here.

Dell's success can be attributed in large part to its "direct model." While competitors like Compaq and IBM sold PCs through retailers, distributors, and resellers, Dell sold directly to its customers, offering highly customized PCs at a time when the cost of computers was high enough to still require significant tradeoffs. The bulk of sales came from business and government, as big customers appreciated the ability to customize a large number of PCs; Dell also offered these companies customized portals where employees could buy one of several company-approved computers directly.

This simple strategy proved wildly successful. Competitors like IBM and Compaq struggled with the politics of managing their various channel partners and lagged Dell in inventory management. When competitors tried to copy the direct model, their channel partners — fearing for their own businesses — objected, preventing other PC makers from fully going direct.

By the mid 2000s, much of Dell's competition had faded. By 2007, most had merged (HP and Compaq) or sold some or all of their PC businesses to foreign competitors (IBM to Lenovo; Gateway to Acer).

In 2004, Michael Dell left the company, replaced by Kevin Rollins, a former Bain consultant who joined the company in 1996. Though Rollins held the job for just two and a half years, he presided over a brisk decline, attributable to everything from bad customer service to shoddy batteries to questionable accounting practices. Dell returned as CEO in 2007.

Do Tech Buyouts Actually Work?

Dell's fortunes have not reversed over the past six years, owing in part to the recession, but more fundamentally to the decline of the PC market. It was against this background that Michael Dell last year hatched a plan to take the company private, with the help of the private equity firm Silver Lake Partners.

So will it work? To answer that, it's important to first consider whether tech buyouts work at all. The data suggest that they do, and not just in the sense of creating returns for PE firms. In a 2011 paper, researchers from HBS, Columbia, and the University of Chicago looked at the success of 472 tech buyouts based on a novel measure: patents. Their aim was to determine if the companies in question became more or less innovative following the buyout. Their conclusion, as HBS's Josh Lerner writes, was that "companies that are owned or controlled by PE firms tend to pursue more promising innovations," and that those innovations tend to be in areas "that reflect the firm's historical core strengths."

Lerner has another paper relevant to the Dell case, which looks at the performance of buyout companies' stock prices after they IPO, including public firms taken private in the deal. He and his co-authors find that these stocks outperform the market, with one exception — when companies are "flipped," or taken public within one year of the buyout.

Taken together, this research suggests at least the possibility of a Dell turnaround. As Lerner summed it up for me in an interview, "There seemed to be a pretty positive track record in terms of technology companies after buyouts."

The Case of IBM

That tech buyouts have worked in the past is, of course, no guarantee that it will work in Dell's case. If Michael Dell and Silver Lake are to succeed, they should look to the case of IBM in the 1990s, what Rivkin calls "the gold standard for turnarounds in the computer industry." IBM's transformation under CEO Lou Gerstner is the subject of an HBS case study by Lynda Applegate, Robert Austin, and Elizabeth Collins. Two decades later, it offers hints at what Dell must do to succeed.

There are two basic patterns to a successful turnaround, Rivkin told me in a recent interview. The company must identify some assets from which it can squeeze more cash, in order to improve its short-term position. Then it must pick the right areas to reinvest in, to fuel the company's longer-term success. Both strategies are evident in the case of Gerstner and IBM.

In 1990, IBM was the second-most-profitable company in the world, and "the world's dominant player in the growing IT industry," according to the case study's authors. And yet by the next year, due to an overreliance on the mainframe computer market and a bloated cost structure, it began posting losses.

While it's difficult to summarize the changes Gerstner initiated after taking the reins in 1993, a few decisions stand out. Amid aggressive cost cutting, Gerstner's "One IBM" strategy included shifting resources to IBM's consulting and services business, which grew rapidly as a source of revenue.

Yet the improved financial position came at a cost. Long-term investments were being de-prioritized, thanks to "the focus on flawless execution and short-term results [that] had intensified under the ruthless cost cutting necessary to survive the 1990's." And so, beginning in 1999, Gerstner began reorganizing the company to identify "emerging business opportunities" that could one day become billion-dollar businesses. Of the 18 areas selected, life sciences, business transformation services, Linux, and pervasive computing would each soon grow to over $1 billion in revenue.

Open Questions

Though the history of tech turnarounds suggests some optimism about the future of Dell, the specifics are far from certain. With the PC market in decline, Dell will need to look elsewhere both to improve its short-term financials and to invest in the future. "The markets that they have talked about publicly are all ones with established players that are pretty darned good," Rivkin told me. "It's not as if Dell is going to sneak up on IBM in services, for instance." The tablet space is similarly competitive.

"The marvelous thing about Dell, historically, is that they found a different way to compete. A core lesson of the direct model was, 'To be better, you first have to be different,'" said Rivkin. "That said, I find it hard to bet against Michael Dell, the guy. If you were to make a list of people who could make it work despite all the challenges, Michael Dell would have to be on your short list."
  http://blogs.hbr.org/hbr/hbreditors/2013/08/the_dell_deal_explained_what_a.html Research: What CEOs Really Want from Coaching tag:blogs.harvardbusiness.org,2007-03-31:26.14355 2013-08-15T12:00:56Z 2013-08-14T20:09:35Z Two-thirds of CEOs don't receive any outside advice on their leadership skills, and yet almost all would be receptive to... Gretchen Gavett
Two-thirds of CEOs don't receive any outside advice on their leadership skills, and yet almost all would be receptive to suggestions from a coach. These stats are from a Stanford University/The Miles Group survey released this month, which asked 200 CEOs, board directors, and other senior executives questions about how they receive and view leadership advice. I asked the survey's co-authors, Stanford Graduate School of Business' David Larcker and The Miles Group CEO Stephen Miles some questions about what they found and how it applies to CEO coaching specifically. An edited version of our exchange is below.

Why is getting coaching from outside the company important?

Blind spots are less obvious when things are going well. It is very easy for executives to become almost strictly inward looking, especially when they have been very successful. But these blind spots can become devastating when performance moves in the other direction. A good, neutral third party assessment is a clear reality check for executives.

Additionally, every single person inside the company has an agenda of some sort. This makes the coaching environment a rare and safe place to think through various topics against the framework of what is in the CEO's best interest. The coach is only concerned with the CEO's wild success as the leader of the company.

In your survey, CEOs say the area they most want to develop is in conflict resolution. Why?

Conflict management is critical in the CEO role — just about anything that gets to the CEO's desk has an element of pleasing someone and making someone else unhappy. When the CEO avoids conflict, it can shut down the whole organization: decisions are not made and problems fester, creating a domino effect of unproductive behaviors down the ladder. A CEO who can manage and channel conflict in a constructive way can get to the root of issues, apply rigor to the team's thinking, and, ultimately drive the best outcomes. So cultivating this skill can be a powerful tool to help the entire organization.

The survey also reveals that nearly two-thirds of CEOs do not receive coaching or leadership advice from outside consultants. What's behind that?

There is still some residual stigma that coaching is somehow "remedial," as opposed to something that enhances high performance, similar to how an elite athlete uses a coach. But there really is not a single top athlete who does not have a coach. CEOs should not be insecure about this issue, and instead see coaching as a tool for improving their already high performance.

Part of this stigma comes from board members themselves, many of whom grew up in an era when coaching was truly remedial and not something in which a CEO would ever voluntarily engage. So even CEOs who believe in coaching and want to engage have to ensure that they bring these board members in particular along with them on the journey.

So there's tension between boards and executive teams when it comes to coaching. How does it manifest itself?

Again, when things are going well, there can be a tendency on the part of some CEOs to be less open to feedback and a corresponding "If it ain't broke..." attitude from the board. If things are going well, boards often feel as if they don't need to have this difficult conversation with the CEO. Both of these attitudes/approaches are a problem and certainly do happen.

It's probably not surprising, then, that 79% of CEOs said it was their idea to receive coaching. But should it only be their responsibility, or should it involve others?

Fundamentally, it is a responsibility of both the executive and the board of directors, while a trusted Chief Human Resources Officer can also play an important role. If some of a CEO's behaviors are truly dysfunctional, these need to be identified and worked on. If the CEO is introspective, he or she will recognize their weaknesses without prodding from the board. However, there are also times when the board says to the CEO: "It might be good to do some personal development on X." This is a key part of CEO performance evaluation: What things need to be improved?

Many times coaching starts through a partnership with the board of directors on the CEO evaluation, and out of that usually come a few specific actionable development themes that can prompt an advisory relationship with the CEO. It typically does come from both sides, and so boards must be sufficiently up to date to see high performance coaching for what it is, versus being purely remedial. The board can help set the conditions for success.

The CHRO can also be instrumental in setting the stage for CEO coaching, as they are often the ones who originate the idea with the CEO.

Is there any evidence that the things CEOs want to be coached in aren't areas they need help in, and vice versa?

I think that we should look at the "gaps" between what is being worked on and what weaknesses are highlighted. For example, 23 percent of CEOs are working on their team-building skills, but only 13 percent of directors believe this is an area that needs improvement.

Comparatively, there's a reluctance to be coached on so-called "soft skills" like motivation, compassion, and persuasion. How important are these, and should CEOs and execs take a closer look at being coached on them?

"Soft skills" have an important place in the CEO toolkit. Skills such as motivation and being able to coach and develop people allow a CEO to build a "complementary leadership structure" at the top of the organization. This kind of organizational design allows the top team members to work more effectively together and on their own, but relies on a CEO who can motivate, inspire, and coach those below him.

Is there a way to be transparent about a CEO being coached without causing shareholder and market panic?

Coaching is a private and personal activity. The fact that your CEO is being coached is not something that would normally be disclosed to shareholders. However, you can certainly imagine situations where something bad happened in the company (unfortunate press coverage, loss of top managers, etc.), and the CEO admits that he/she is responsible and his leadership style was instrumental in the problem, and that he/she is going to work on this weakness. Done in an open and honest manner, this type of disclosure can have a very positive impact on reputation, motivation, and performance in an organization.

Many of the highest performing CEOs disclosed that Peter Drucker advised them. They may have used a different term in that era because of the stigma, but we are now moving clearly into an era where there is less stigma associated with having a coach.

Is there an internal risk for company employees if their CEO or a senior executive is open about getting coaching?

This will be influenced most importantly by the culture of the organization and the delivery of the message. The employees that you want to keep will probably be grateful to hear that a problem is being addressed. However, it is certainly possible that the admission of a need for coaching might be interpreted as a personal weakness of the CEO. This happens all the time in political settings. Matching the message to the employees is essential.

It is also important to not simply see coaching through the lens that there is a "problem." Many times you are not focused on a problem when coaching someone. Rather, you are advising them on the issues they face — such as the expansion of the leadership team or transforming from a private company CEO to public company CEO — and helping them be even more effective.

Ultimately, is there a relationship between coaching and getting to the top?

This is fairly common in tech firms such as Dell, Google, etc., where coaches/advisors have been brought in to help young CEOs. But Jack Welch is another prominent example of a top business leader who worked with an advisor — Ram Charan — for many years.

In general, where there is a relationship between coaching and getting to the top is when an executive believes in continuous learning and development. The saying "It's what you learn after you know it all" resonates here. These kinds of chief executives seek out a number of different coaches/advisors who help frame topics for them and play a point of challenge and reflection. CEOs who do this are also triangulating information, and their set of coaches/advisors help frame, challenge, and assimilate all of the information/data.

How should CEOs choose the right outside coaches or advisors?

You need coaches who are very smart, intuitive about business and interpersonal dynamics, neutral in their assessment (i.e., not captured by their client), and can tailor the training to the individual needs (not a canned approach).

A good coach does not make someone feel badly about themselves, but will engage in training so that the CEO gets up the next morning and is excited about trying something new or doing something in a different way.

What did you find most surprising in the report, and what is the actionable takeaway for CEOs and boards?

We were very surprised to learn the low percentage of CEOs who have coaches. The key takeaway for CEOs and boards is that seeking out a coach or advisor is not a sign of a fundamental problem or weakness, but instead a key attribute of being a superior leader. For boards and other stakeholders, they should understand that it could help make the difference between a good organization and a visionary one.
  http://blogs.hbr.org/hbr/hbreditors/2013/08/research_ceos_and_the_coaching.html Tell Me Something I Don't Know About Women in the Workplace tag:blogs.harvardbusiness.org,2007-03-31:26.14331 2013-08-14T13:00:12Z 2013-08-19T13:49:36Z The stats below offer a startling glimpse into what work and leadership is like for women around the world. Click... Gretchen Gavett
The stats below offer a startling glimpse into what work and leadership is like for women around the world. Click or tap the refresh button for a new fact, and share them with your friends, family and colleagues. They're not all depressing. I promise.

Taking a more in-depth examination of women and leadership, our September issue focuses on some of the complicated ways gender manifests itself in our workplaces. We've gone beyond "leaning in," "having it all," and "opting out" to discuss the powerful and unseen barriers women encounter they're rising through the ranks, particularly a second-generation bias that few young men and women recognize. We talked to 24 current and former not-white-male CEOs, who spoke candidly about what they faced as they built their careers and how they developed inclusive organizations. And we've got advice about how to sell your ideas to women, in a world where there are growing numbers of women with P&L power.

We've also taken a dive into our archive, selecting the best on an array of topics:

Pay
 Women don't get paid as much as men, and that includes at the CFO level: Even when women are initially paid more at hiring, their salaries trailed their male counterparts by 5% after two years. In meritocracies, research finds that bias often plays into who gets paid what — and that women often wind up with less money compared to men. And when it comes to the question of whether women just pick jobs in sectors that pay less, that's the case in some situations, but hardly in all of them.

Leadership Qualities
 A recent study found that female leaders bested their male peers on traits like empathy, influence, and conflict management, and even have a slight edge when it comes to being self-aware. And 360 evaluations discovered that women are rated higher in fully 12 of the 16 competencies that go into outstanding leadership. On the downside, female leaders are less likely to be seen as demonstrating strategic vision and comfortable with risk-taking. There are also far more paradoxes faced by women on the road to be a leader compared to men. Then there's this sticky issue:

Likability
 Currently, it seems, it's incredibly hard for women to be viewed as both competent and liked. While there are some findings that both men and women become less likable as they move up the ladder — and that women maintain a higher level of likability the higher they climb — there's ample evidence that women pay a likability penalty when they succeed.

Talent & Teams
 There's also evidence that women are gaining speed globally where the race for talent is tight. We know that strategic alliances can make or break female leaders. There's also one of my favorite research findings: adding at least one woman to a team raises its collective intelligence. And on a more individual level, there are couple of proactive things women should consider: these research-based ways to network more effectively and break out of the girls' club. And some good news for women: when top-performing men switch companies, their performance tends to drop, but when star women transfer to a new firm, their performance remains high.

Work/Parenting Balance
 Everything seems up in the air when it comes to how couples and single mothers both parent and work. We know that men are more inclined to believe that working outside the home and raising a family should be an equal endeavor among couples, while women are a little more cynical about this utopia given their life experience. Globally, women who leave work after having a child in countries like Germany, the U.S., and Japan tend to off-ramp far longer than women in India, and have less success in finding a job when they're ready to go back to work. Post-recession, fewer mothers are leaving the paid workforce, but those who did leave are having an even tougher time getting back in. While bias against working mothers is generally more extreme than bias against working fathers, men are more likely than women to face penalties if they take parental leave or flex-time benefits. And while the parenting question is important for the actual parents, it's also highly relevant for the women who are left behind when their coworkers and mentors leave the workforce.

We'll be adding to this collection of research and analysis over the next two weeks and, quite frankly, forever. But go here for now and keep an eye out.

Women in Leadership
An HBR Insight Center

A Fairer Way to Make Hiring and Promotion Decisions

"Feminine" Values Can Give Tomorrow's Leaders an Edge

Millennial Women Aren't Opting Out; They're Doubling Down

For Women Leaders, Likeability and Success Hardly Go Hand-in-Hand

  http://blogs.hbr.org/hbr/hbreditors/2013/08/tell_me_something_i_dont_know.html Google's CIO on How to Make Your IT Department Great tag:blogs.harvardbusiness.org,2007-03-31:26.14369 2013-08-13T16:00:24Z 2013-08-12T20:41:26Z Running an IT department is hard enough under any circumstances, but imagine doing it at one of the world's preeminent... Walter Frick
Running an IT department is hard enough under any circumstances, but imagine doing it at one of the world's preeminent technology companies. Your customers aren't haplessly trying to set up their voicemail; they're experts in technology and expect it to work.

In that sense, you might think Ben Fried, Google's CIO, has one of the toughest jobs in existence. On the other hand, few CIOs can boast a company culture as supportive of technology.

As part of our series on the future of corporate IT, I gave Fried a call and asked him about his job, and where he thinks the industry is going. An edited version of our conversation is below.

Tell me about your role at Google, and what your purview as CIO includes.

I'm responsible for the technology that people who work at Google get as part of doing their job. That also includes the major line of business systems that power the back office and related functions of the company, as well as the front line support and operations elements for all of that.

So what do you do at Google that is different than most IT departments?

One initiative is an area where IT has a harder time understanding its role traditionally: workplace technology. It's all the productivity tools and technology you use to get work done, that aren't part of a line of business; it's a large portfolio, but any company that has a company directory or something it thinks of as "the intranet" can relate. In a lot of workplaces, these technologies don't get thought of in strategic terms, but those are actually most of the touchpoints people have with IT. I see a lot of CIOs spending a lot of time — which is very important to do — on major business initiatives. But I often see an inadequate amount of time spent where the day-to-day, most frequent touchpoints are, which is with all the other ways the people in the company are their users. One of the big changes that has come with the mass consumerization of technology is that IT needs to flip that around a little and spend more time focusing on the overall employee experience.

When the people you deliver technology to are technology experts — and it's not just at Google where that's the case, but any workforce that has people born within the last 30 years — it's really important that you make sure that that daily impression, that first impression they get of IT, is a good impression.

To do this you have to have IT people who are more knowledgeable about the technology and the best ways to use it than the average employee. In the future, that kind of thinking is going to differentiate great IT departments from good IT departments.

If that's the case, why isn't everyone doing it that way already?

If you've got a problem with your laptop, the person you bring it to should be an expert who knows more than you do. I can't tell you how many shops I've been to where the first person you bring your problem to is someone who is being paid, or whose employer is being paid, on a per incident or a per ticket basis. The standard approach is to apply tough cost control. That generally means that front line, in many cases, are the lowest cost of labor, who are generally working off a well-scripted common recipe of how to provide tech support. The sad thing is, a savvy knowledge worker can tell you're dealing with someone who's not really an expert. We take great pride in the fact that the people we hire to be that first touchpoint, they're our employees. And most of the time — over 90% of the time — they'll solve your problem themselves.

The first response when you talk to people who are marinated in the old ways of doing things is 'That's gotta be way too expensive.' It's actually a lower-cost approach, because it's faster for a more tech-savvy person to resolve the problem. Secondly, you can do more with a smaller support workforce as a result. Third, you get better people when you take this approach, because you get people who are attracted to solving hard problems. It turns out that this approach produces what I think is a virtuous cycle that brings costs down and customer satisfaction up.

Tell me a bit about how IT has changed since you came to Google, and how you see it evolving going forward.

One of the reasons why I really wanted the Google CIO job was I'd had these very early indicators when I was an IT leader at an investment bank that the demographics among the users of technology had changed. I was starting to see the effects of having a deeply technology-savvy workforce across the company, and not just in IT. And I saw that that led to big change.

The changing demographics of the workforce are one thing that every CIO has to wrestle with. That is a workforce that is much more opinionated, much more rightly so, comes to work already knowing how to work, already having made a choice about how it wants to work. And that's the thing that CIOs face right now.

The other tidal force that CIOs face is this aspect of economies of scale, and economies created by vertical integration that really, really large cloud companies like Google have. Google has economies of scale that I don't believe any other organization in the world — and I'm including governments when I say that — have. And that's a tidal force that will change the role of the CIO, because the cloud is going to become the better delivery mechanism.

There's only so long enterprises can hold out against that. One of the things I'd learned working for a number of CIOs was that IT is most commonly viewed as the largest cost center in the enterprise. One of the reasons I wanted to come to Google was to have some small role in helping to shape the direction of a product suite for enterprises. I thought, 'Listen, I can be on the outside and have this done to me, or I can be on the inside.'

Reinventing Corporate IT
An HBR Insight Center

IT Has to Deliver Great Tools — and Teach People to Use Them

IT on Steroids: The Benefits (and Risks) of Accelerating Technology

The Building Blocks of Successful IT

Move Beyond Enterprise IT to an API Strategy

  http://blogs.hbr.org/hbr/hbreditors/2013/08/googles_cio_on_how_to_make_you.html Millennial Women Aren't Opting Out; They're Doubling Down tag:blogs.harvardbusiness.org,2007-03-31:26.14365 2013-08-08T16:08:12Z 2013-08-08T18:22:42Z Wonks have zeroed in on a detail of last Friday's lackluster jobs report and a recent report from the Urban... Sarah Green and Walter Frick
Wonks have zeroed in on a detail of last Friday's lackluster jobs report and a recent report from the Urban Institute to discuss a notable data point: a small decline in the number of twentysomething women entering the workforce. Ezra Klein and Evan Soltas of the Washington Post write, "In particular, [labor force entry has] suffered among women — and it's really suffered among young women — who are a lot less likely to enter the labor force than they were in 2002 and 2003."

The question is: why?

As Papa Kwaku Osei at Quartz writes, "The labor force participation rate hasn't been falling because of discouraged workers, but because the very people who used to look for jobs are now choosing to go to college. And most of them are female millennials." This is interesting from the perspective of the jobs report, but let's not lose the bigger picture: the trend toward higher college enrollment among women dwarfs the decline in labor force participation. Indeed, while the Quartz slug reads "opt out," these women are actually doubling down.

This investment in education makes sound economic sense. While the youth unemployment rate has remained high, post-recession, the more education you have the more likely you are to work. "For those [aged 16-24] with less than a high school diploma, 14 percent worked full-time, compared to 66 percent with a bachelor's degree or higher," notes Diana G. Carew at the Progressive Policy Institute.

Indeed, when you look at the rate at which young women have flocked to college in the last ten years, and compare it with the rate at which they're delaying entry into the workforce, you realize that most of these women are working and attending college at the same time.

This raises a bigger question. Why does our monthly jobs conversation cover such a paltry part of the picture? It's well known, at this point, that the headline unemployment rate only covers those who are actively seeking work — thus, discouraged job-seekers aren't even counted. For a fuller picture you have to dig deeper into the Bureau of Labor Statistics' monthly report to get at "alternative measures of labor utilization" such as U-5 and U-6 unemployment. Most media coverage of the jobs report still mentions only the headline number, although the pieces cited above are good examples of trying to get beyond it.

But even nuanced coverage struggles to get beyond the measurement limitations of the jobs report. It doesn't cover those who are either actively improving their marketable skills in college (and most of the women in college are not studying liberal arts topics at $40,000-a-year universities, but studying pharmacy or medical technology or other immediately practical subjects at more reasonably priced community colleges). It also doesn't include people who are actively contributing to GDP by working as volunteers or interns — roles that have become increasingly attractive to cost-cutting companies, and to experience-desperate would-be workforce entrants.

The employment picture for America's twentysomethings is grim enough, with a youth unemployment rate that has been in the double digits since 2008. That's a pretty big hurdle to overcome whether you are female or male.

But perhaps the lesson we should be taking from this "nontroversial" jobs report is that the news isn't all bad. In fact, some of what looks like bad news might actually be a sensible investment in the future, when there are few other options on the table.
  http://blogs.hbr.org/hbr/hbreditors/2013/08/millennial_women_arent_opting.html Strategic Humor: Cartoons from the September 2013 Issue tag:blogs.harvardbusiness.org,2007-03-31:26.14283 2013-08-07T15:00:39Z 2013-08-06T18:56:20Z Enjoy these cartoons from the September issue of HBR, and test your management wit in the HBR Cartoon Caption Contest... Meghan Ennes
Enjoy these cartoons from the September issue of HBR, and test your management wit in the HBR Cartoon Caption Contest at the bottom of this post. If we choose your caption as the winner, you will be featured in next month's magazine and win a free Harvard Business Review Press book.

"Ann, you can see by the number of books behind me that I know what I'm talking about."

P.C. Vey

Aaron Bacall

"Although our quarterly earnings dropped by twenty five percent, I feel compelled to point out that our Facebook likes have doubled."

Crowden Satz

"The kazoo isn't the only instrument I play."

P.C. Vey

"Smithers, your input is vital here — it's what we make fun of."

Teresa Burns Parkhurst

 And congratulations to our July-August caption contest winner, Gretchen Newby of Chevy Chase, Maryland. Here's her winning caption:

"Owing to recent cutbacks, I can offer you only 2 1/3 wishes."

Cartoonist: Susan Camilleri Konar

 NEW CAPTION CONTEST
 Enter your own caption for this cartoon in the comments field below — you could be featured in next month's magazine and win a free book. To be considered for the prize, please submit your caption by Monday, August 12, 2013.

Cartoonist: Paula Pratt
  http://blogs.hbr.org/hbr/hbreditors/2013/08/strategic_humor_cartoons_from_1.html Does the Fed Chair Need to Be a Great Manager, or Just a Great Economist? tag:blogs.harvardbusiness.org,2007-03-31:26.14280 2013-07-25T19:34:46Z 2013-07-26T17:39:35Z By the end of the year, President Obama will likely make one of the most important economic decisions of his... Walter Frick
By the end of the year, President Obama will likely make one of the most important economic decisions of his presidency: appointing a new Federal Reserve chairman. The two leading candidates, according to reports, are Janet Yellen, the Fed's vice chairman, and Larry Summers, a former member of the president's economic team and Secretary of the Treasury under the Clinton Administration. Both have impressive economic credentials but differ in background and reputation, raising the question of what, exactly, makes a great Fed chair.

Is success as Fed chair simply a matter of being a brilliant economist, or are a consensus-driven leadership style and the ability to effectively manage the Board of Governors and the Federal Open Market Committee equally critical?

That question is particularly relevant in the case of Summers, who has a reputation — rightly or wrongly — for being brilliant but aggressive and hard to work with. Luckily, research by two economic historians can help answer it.

In a 2004 paper for the Journal of Economic Perspectives, Christina and David Romer, both of the University of California at Berkeley, looked at the history of the modern Fed to identify which factors best predicted success as chair. (Christina Romer, also a former member of the Obama team, has been mentioned as a candidate for chair but is not considered a likely pick.) Here's the short version: "The key determinants of policy success have been policymakers' views about how the economy works and what monetary policy can accomplish."

In reaching this conclusion, the authors looked at testimony to Congress and other statements by Fed chairmen and determined, not surprisingly, that what they said was closely linked to what the Fed ended up doing. They then found that realistic and well-reasoned economic statements were directly tied to policy success. (The authors treat these statements as "beliefs" held by the chairman, but one need not assume they fully reflect that individual's beliefs to accept the rest of the analysis.) The paper then explores a number of variables, looking for correlations with the "sensible beliefs" that lead to successful tenures.

The authors first examined professional backgrounds, but found little relationship:

This analysis suggests that concrete background characteristics have been highly imperfect indicators of future views. Training in economics, experience on Wall Street, nonpartisan public service in economic policymaking and limited political involvement have been correlated with sensible beliefs, but there are exceptions to nearly every rule.

The paper goes on to look at the public writings and statements by Fed chairs prior to their appointments, and finds that this method better predicts success:

Fortunately, there is something else that predicts chairmen's views exceptionally well: their own writings and statements. Each of the past Federal Reserve chairmen expressed quite clearly the views that dominated policymaking during his tenure at the confirmation hearing or before.

Before applying these conclusions to the present case, some caveats are necessary. First, looking at professional backgrounds is not the same thing as considering temperament and leadership. One cannot dismiss the importance of these qualifications on the basis of this analysis. Second, much has changed since 2004, including the Fed's toolbox. Under Chairman Bernanke, the Fed has pioneered various "unconventional" policies aimed at stimulating the economy and lowering unemployment. In today's environment of uncertainty and experimentation, management ability may be of particular importance.

Nonetheless, this research is worth bearing in mind when considering who would make the best Fed chair. Leadership, temperament, and background are no doubt important, but they should take a backseat to the candidates' economic views.

That leaves the minor detail of what exactly the two leading candidates believe when it comes to monetary policy. Yellen has said and written more on the subject in recent years than Summers, meaning that it's a lot easier for us to predict what she'd do as Fed chair. But President Obama and the Senators who would have to approve the new Fed chair do at least have a fallback with Summers — they could ask him.
  http://blogs.hbr.org/hbr/hbreditors/2013/07/does_the_fed_chair_need_to_be.html After a Disaster, Who Deserves the Cash? tag:blogs.harvardbusiness.org,2007-03-31:26.14250 2013-07-22T13:30:52Z 2013-07-20T13:51:02Z Camille Biros is the business manager for the Feinberg Group LLP, the law practice that's become the go-to resource for... Sarah Green
Camille Biros is the business manager for the Feinberg Group LLP, the law practice that's become the go-to resource for communities coping with tragedy and faced with how to distribute funds to the victims. They've distributed funds after the shootings at Aurora and Virginia Tech, the terrorist attacks on September 11, 2001, and the BP oil spill as well as the Boston Marathon bombings. They're also serving as advisors to Newtown, Connecticut, in the aftermath of their December 2012 school shooting.

Each case has been different — in sheer size, in where the money comes from, and in how the Feinberg Group has distributed the funds. BP provided $20 billion after the oil spill and received over a million claims. 9/11 was "in a class by itself," in Biros's words. Then, the dollars came from taxpayers, and went to some 5,500 claimants — with each claim reviewed individually, a painstaking process that took three and a half years. In Boston's case, charitable donations eventually went out to some 237 people — in just 30 days.

We talked to her about how the firm balances efficiency with compassion. This is an edited version of our conversation.

Why these case-by-case funds? Why not go through a traditional, existing charity?

The American public is very generous and they start sending their checks to an entity — let's use the United Way for an example, or a local entity — and they think that entity will somehow get the money to the victims. But those entities are not designed to do that. What happens is they collect the money and sort of just park it. These types of charitable organizations are used to a community mentality. They ask, "How are we going to use that money to help the community get through the situation?" But what's happened is that [donors and victims] started suggesting that the money should go directly to the victims of these tragedies. That's when we're called in — when the entity is not sure how to handle it, and they want some assistance designing a protocol that's fair as it can be, and fast. The victims don't want to wait two or three years for the money.

Have you noticed a change in the last 11, 12 years in how technology makes it easier to donate? Now it's just, "text this number and donate $10." Has that changed the scale and scope of the giving?

It really has. The Boston Marathon administration that was just remarkable. First of all, the city immediately sprang into action and created their own 501(c)(3). I think the first donation was by John Hancock, a corporate donation of one million dollars, and then the city jumped in to create the OneFund. There was no third-party entity that had to deal with it. And with the online donation capability, the money came pouring in. When they called us in, the fund was between $7 million and $10 million, but we've now distributed over 60 million dollars.

The cases you've worked on are all so different. And yet your firm has developed a sort of blueprint for dealing with these kinds of cases. Is the blueprint flexible enough to deal with the diversity of cases, or do you need to tweak it on the fly?

We definitely tweak it in each situation. Although one thing we don't tweak is that we really feel that the families of someone who was killed should be entitled to a significant percentage of the monies. We have always provided the most for families of the deceased. Now in Boston, we did something a little bit different, since there were some double amputees. We decided that, in our view, that rose to a level of an equal payout as a death claim.

We also tweak [the blueprint] based on the information on the nature of the injuries. For instance, we tend not to provide any payment for trauma victims. In most of these things, everybody is traumatized. But with Virginia Tech, we made an exception for the students hiding under desks in the classroom where the shooter was killing everybody. In Newtown, we're just advisors, so we're not actually distributing the funds, but we recommended that a disbursement go to the 12 little kids who actually witnessed the horror in the classroom.

Thinking about that is just so horrible. It must be really hard to work on those sorts of cases. It makes me wonder — has working on these kinds of cases, which I believe you do all on a pro-bono basis, has that changed what it's like to work at the firm?

Well, Ken [Feinberg] and I have worked together for 32 years, and we've worked on a lot of different kinds of cases. But these are really unique and, yes, they're horrible. Each one is really horrible. We would never take money for doing one of these. We try to do them as well as whatever paying work we have at the time. Some of the smaller ones don't really take a tremendous amount of time, especially if we're just advisors. So in terms of what changes — well, it changes your day, it changes how you feel. You read the file and you see pictures, and that's a little tough sometimes. Especially when it comes to the kids.

What's the toughest part of deciding how to distribute the money?

When you do something like Boston, and you agree to do it and agree to do it very quickly — which was key, the whole idea was to do this in 30 days, and once we received the claim forms we promised a 2-week turnaround — when you do that, you have to make judgment calls. Many people were in the hospital for varying lengths of time, so we used the number of nights in the hospital as a proxy for how severely people were injured, and then gave a small fixed amount for anyone treated as an outpatient... If you are going to do something this quick and this efficient, you can't delve into the medical records and do a complete analysis. You'd need medical expertise. So you just make judgment calls. You just take a look at the horror of each of these tragedies and you figure out what's the worst situation and you go from there.

 I can see that there's something really practical about giving money — people have medical bills, or, worse, funeral expenses — but, and I guess this is sort of a philosophical question, do you ever think there's something odd about giving money for something priceless, like a lost limb or — even worse — a lost loved one?

In a way, I totally do. I understand what you're saying. But at the same time, it's kind of wonderful. People think "Oh my God, it's so horrible — I have to do something." With the OneFund, we weren't collecting the money, but people knew we were working on the case, and so occasionally at our offices we'd get a check in the mail for even just 10 dollars. And I'd think, "Wow, all these people who just want to give something." People want to feel that they are doing something.
  http://blogs.hbr.org/hbr/hbreditors/2013/07/after_a_disaster_who_deserves.html


text:
March: in like a lion, out like a lamb.
Really? We've had no winter to speak of. Isn't it more like, in like a kitty cat, out like a hamster? In like a pet goldfish? Out like a big, soft, adoring Rottie mix who looks at you with deep brown eyes and centuries of empathy and obedience?
Yes, this March is just like that.
Welcome to the March edition of Help a Sister Out with Some Recipes Associated with the CFSBK-Herondale Farm Meat CSA.
Here are my picks for what was in our bags this month.
London Broil
London Broil is a preparation method, not a cut; it is broiled/grilled marinated flank steak.
Our "London Broil" is likely top round steak, but I won't put any money on it either way until I defrost it and see what's what. Regardless, I know what I'm going to do with it. Marinate. High heat. Be sure to cut it against the grain when I serve it. To myself.
1. Got a grill, indoor or outdoor? Make Filipino-style London broil.
2. Crockpotting? Make Everyday Paleo's spinach-stuffed London broil (requires butterflying the meat, which is easy - just ask me.)
3. Broiling it, like Mom used to do? Make marinated London broil, just leave out the soy sauce (or sub coconut aminos, like I do.)
Stew Meat
I just finished a huge pot of beef stew that I could not get enough of. This recipe is potato-free but doesn't suffer for it, and incorporates vegetables only at the very end, which keeps them crisp and in delicious contrast to the rich meat.
1. Hearty beef stew with green peas and carrots
Seriously, kids, I love this one. I just left the 3 TBS of flour out. It has 146 reviews and over a 90% "would make again" rating on Epicurious. That's the shit right there.
2. Herbed beef stew with sugar snap peas
This one is next on my list. Sugar snap peas are about to be in season.
I totally lied about the snap peas being next. Forget them. This one is next. Olives, chiles, tomatoes. My heart.
Ground beef
We've never talked about this. Pumpkin chili. My favorite meat loaf. Picadillo. White trash tacos.
You need more ideas? Talk to Mel over at The Clothes Make the Girl. She's got a bunch of ground beef recipes, and a bitch knows her way around a spice cupboard.
It's getting warmer, so I'm always looking for quick-sautee type dishes. Try this Asian ground beef, mushroom, and broccoli slaw lettuce cup recipe from Nom Nom Paleo. Another extremely dependable source for good grub.
Pork chops
Beef shanks
Italian sausages
This is what Herondale Farm itself recommends; go to the recipe page and select Italian sausages to view the recipe.
Boneless pork roast
Or you could make pernil, which you definitely will want to do if you've ever eaten it. You can't make it as well as any actual Latin person, but as a confirmed Gringarican I can tell you that you're likely to be thrilled with any approximation you churn out.
Ta-da! That about does it for this month's edition. Let me know if there are any cuts we missed, recipes you want to discuss, or delicious variations you want to share. See you at the Paleo Pot Luck!
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text: FIRE PERMIT INFORMATION The State of New Hampshire has very specific laws regarding open burning. Permits are required when there is not adequate snow cover. To obtain a burn permit please contact any of the following- Chief Dan Ruggles 863-4109 Deputy Chief Dana Ramspott 763-9481 Deputy Fire Warden Howard Sargent 763-3053 Deputy Fire Warden Mark Scott 763-2747 Betty Ramspott, Town Clerk 763-2449 New London Dispatch- 526-2626 and ask for a Fire Warden to call you back Link to NH Department of Forest and Lands web site to review burning regulations. Website Disclaimer Town of Sunapee 23 Edgemont Road, Sunapee, NH 03782 Ph: (603) 763-2212 Privacy Statement Virtual Towns & Schools Website


text:
Before the Highland and Hobart girls basketball game started on Jan. 10, warm-up was halted and the two teams were ushered off the court.
The Trojans were taken into a hallway while an emergency response team worked to revive Tal Ryzewski, who had collapsed. Ryzewski is the father of a Highland player and AAU coach to some of the other athletes.
There was a discussion about postponing the game. The girls were given time to cry if needed.
The day after Highland beat Hobart, the team learned Ryzewski had died. That's when the team came together to cry again.
That's also when they started thinking.
They wanted to do something to remember the efforts of Ryzewski and support their teammate, Hannah Ryzewski. As the Trojans sat in one house to decide how best to help continue this season, what made the discussion easier is that this isn't the first time any of these players had been through a loss like this at such a young age.
Kara Randall lost her father when she was 9. Her softball team made visors with his name on it.
That's what prompted Randall to help think of the idea to make arm bands the team will wear for the rest of the season.
Kelsie Hirchak lost her mother two years ago.
There's nothing in the coaching manual to prepare a team for this kind of heartbreak in the middle of a breakout season.
Highland coach Tracie Mezera said she's taking her cue from the softball team that helped Hirchak.
"The team has been relying on Kelsie as far as timing. We don't want to overwhelm anyone with attention, so we're making sure we're coordinating stuff within the team and with Kelsie's help," Mezera said. "(Softball) Coach (Erin) Zeller gave us some ideas and advice. It's not something many of us have ever gone through before."
Adult children are prepared to lose their parents. Teenagers never are, especially when a loss comes so suddenly.
While the young players provide whatever support they know how, they also are continuing plans for Hannah as the season winds down.
"We can't tell you what it is yet, we don't want Hannah to know," Randall said.
On a team that has won so much this season, the loss came as a surprise to so many.
As a comforting shoulder who has also felt the loss of a parent, Randall leaves some advice to pass on to her teammate.
"It's going to be OK," the senior said. "It seems surreal right now. It hurts, but you're not going through this alone."


text:
Life Extension Suggestions
- Vitamin C: 500 – 1000 mg daily with food
- Reishi (std. to 13.5% polysaccharides [132.3 mg] and 6% triterpenes [58.8 mg]): 980 mg daily with or without food
- Vitamin A (as 90% beta-carotene and 10% acetate): 5000 IU daily with food
- Vitamin D: 5000 – 8000 IU daily, depending on blood levels of 25-OH-vitamin D
- Zinc: 30 mg one to three times daily with or without food
- L-lysine: 620 mg one to three times daily on an empty stomach
- Propolis extract: 1000 – 2000 mg daily; or, propolis ointment: per label instructions
- Lactoferrin (providing 95% of Apolactoferrin [285 mg]): 300 mg daily with or without food
- Curcumin (as highly absorbed BCM-95®): 400 mg daily with food
- Fucoidan: 75 mg one to two times daily with or without food
- Lemon balm (topical): per label instructions
- Licorice root: 450 mg twice daily
The following over-the-counter preparations may also be helpful:
- Cimetidine (Tagamet®) 800 –1200 mg daily
- Topical capsaicin: per label instructions
In addition, the following blood test may provide useful information:
Disclaimer and Safety Information
This information (and any accompanying material) is not intended to replace the attention or advice of a physician or other qualified health care professional. Anyone who wishes to embark on any dietary, drug, exercise, or other lifestyle change intended to prevent or treat a specific disease or condition should first consult with and seek clearance from a physician or other qualified health care professional. Pregnant women in particular should seek the advice of a physician before using any protocol listed on this website. The protocols described on this website are for adults only, unless otherwise specified. Product labels may contain important safety information and the most recent product information provided by the product manufacturers should be carefully reviewed prior to use to verify the dose, administration, and contraindications. National, state, and local laws may vary regarding the use and application of many of the treatments discussed. The reader assumes the risk of any injuries. The authors and publishers, their affiliates and assigns are not liable for any injury and/or damage to persons arising from this protocol and expressly disclaim responsibility for any adverse effects resulting from the use of the information container herein.
The protocols raise many issues that are subject to change as new data emerge. None of our suggested protocol regimens can guarantee health benefits. The publisher has not performed independent verification of the data contained herein, and expressly disclaim responsibility for any error in literature.


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Tag Archives: Single Ladies
The 10 Things I Can't Live Without
If you've seen Beyoncé's "Single Ladies" video (or read our May/June 2013 issue!), you'll recognize backup dancer extraordinaire Ashley Everett. … Continue reading
Posted in New Stories We Love, Uncategorized
Beyoncé's New Commercial Is Awesome
Ugh, I wish Beyoncé would stop making dance videos, SAID NO ONE EVER. Queen Bey just released her latest dance-y … Continue reading
Posted in MARGARET'S MUSINGS


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"The only people for me are the mad ones, the ones who are mad to live, mad to talk, mad to be saved, desirous of everything at the same time. The ones that never yawn or say a commonplace thing, but burn, burn, burn like fabulous yellow roman candles."
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The Reds avoided arbitration with three players on Friday — Mike Leake, Sam LeCure and Alfredo Simon — while they exchanged figures with their two remaining arbitration-eligible players, Homer Bailey and Aroldis Chapman. During The C Dot Show at MOTR Pub on Thursday, special guest Reds VP Bob Miller — who handles all the arbitration […]
Cincinnati Reds VP: MLB arbitration 'a very poor process'
01/17/14 at 6:15pm by Jordan Kellogg | Comments
Bailey unimpressed with 'best game'
05/14/12 at 11:11pm by John Fay | Comments
ATLANTA — Homer Bailey only allowed one run over 6 2/3 innings. He gave up six hits, walked two and struck out three. The Braves came into the game leading the National League in runs, averaging 5.4 per games. The Braves scored 9, 7 and 7 in sweeping the St. Louis Cardinals. "He threw a […]
Aroldis Chapman vs. Homer Bailey: State your case
04/10/12 at 11:21am by | Comments
There has been a lot of chatter from fans about which pitcher, Aroldis Chapman or Homer Bailey belongs in the starting rotation. We have heard strong arguments on both sides of the debate, and now want to hear what you have to say. Submit your case for either pitcher below.
Notes on Chapman, Bruce and more
04/13/11 at 5:06pm by John Fay | Comments
Aroldis Chapman probably had less velocity last night than he's had in any appearance as a Red. He hit 98 mph only once. Everything else was 94 or below. "He was throwing fastballs," Reds manager Dusty Baker said. "You don't have the same fastball everyday. You don't have the same nothing everyday. You don't have […]
Cueto, Bailey could return somewhere around end of April
04/10/11 at 2:31pm by John Fay | Comments
The Reds have a tentative schedule for Johnny Cueto and Homer Bailey that points to them returning around the end of April. Cueto will throw two innings tomorrow at Goodyear. He's then scheduled to throw for Louisville April 16, 21 and 26. "After that, we'll see," Baker said. "It kind of depends per appearance how […]
Bailey on his day
03/24/10 at 6:10pm by John Fay | Comments
Homer Bailey was pleased with his outing Wednesday. He went five innings, allowing one run on three hits. He walked one and struck out none. He didn't allow a hit after the first and retired the last 10 he faced. Here's what he had to say afterward: On his day: "I was trying to pound the […]
Bailey on his day
03/13/10 at 5:36pm by John Fay | Comments
Saturday's outing was Homer Bailey's first of the spring technically. He had pitched in the intrasquad game and B game. Bailey went three innigs Saturday against the Cubs in Mesa. He allowed a run on three hits. He struck out two. "There's definitely a difference – different hitters and atmosphere," Bailey said. "But that's […]
Nice first outing for Bailey
03/08/10 at 12:18pm by John Fay | Comments
Homer Bailey pitched two perfect innings in the B game against the Brewers. He struck out three. He went to a two-ball count only once. He threw 23 pitches in all. His first inning was particularly good: He struck out the first hitter on three pitches, struck out the second hitter on four pitches, then […]
Lineup for the A game, notes
03/08/10 at 10:35am by John Fay | Comments
Here's the lineup for the A game at 1 p.m. Goodyear time (no radio today) against the Royals: Drew Stubbs cf Orlando Cabrera ss Joey Votto 1b Brandon Phillips 2b Scott Rolen 3b Jay Bruce rf Chris Dickerson lf Ramon Hernandez c Jonny Gomes dh Bronson Arroyo p Those first eight spots could be what you […]
B Game lineup, thoughts
03/07/10 at 2:49pm by John Fay | Comments
The B game vs. the Brewers tomorrow will be held at the Reds training complex at 9:30 a.m. It's free and open to the public. Here's the lineup: Josh Anderson cf Chris Heisey lf Yonder Alonso 1b Todd Frazier 2b Juan Francisco 3b Wladimir Balentien rf Laynce Nix dh Ryan Hanigan c Homer Bailey p […]
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Gaited Morgans For Sale | Gaited Morgans Association
If you have a Gaited Morgan to sell, send your information to email@example.com and we'll be happy to post it for sale.
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Bari J. shows how to use a rolled hem foot to make easy work of turning under a hem. It's one of those techniques that you have to see done in order to understand, so she shares it as a video. Go to her video tutorial.
[photo from Bari J.]
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$1,200 2 bed 2701 S Indiana Avenue, Chicago IL, 60616
$1,200 2 bed
2701 S Indiana Avenue, South Commons, Chicago, 60616
Commute to Downtown Chicago
2 bed
York Terrace is a 12 minute walk from the ME Metra Electric at the 27th St. stop.
This apartment is in the South Commons neighborhood in Chicago. Nearby parks include Dunbar Park, Ed Glancey Field and Dunbar Park.
York Terrace has a Walk Score of 61 out of 100. This location is Somewhat Walkable so some errands can be accomplished on foot.
Nearby schools include Young Womens Leadership Chartr High School, McKinley Academy at Lakeside and Drake Elementary School.
The closest grocery stores are Star Light Market, Chee's Keeley Market and Tai Ho Yee Food Co.
Nearby coffee shops include Awake with Pearl Coffee Cafe, Golden Horse Carriage Cafe Inc and Tasty Place Bakery & Cafe. There are 15 restaurants within a 15 minute walk including L 26 Restaurant, McDonald's and FleetWood Restaurant.
York Terrace is near Dunbar Park, Park No. 540 and Stuart Field.
There are good bike lanes and the terrain is flat as a pancake. York Terrace is bikeable, there is some bike infrastructure.
York Terrace is located on Chicago's new south side. Steps from public transportation, close to IIT Campus, University of Chicago, UIT, McCormick Place, 10 minutes from the Loop and many neighborhood attractions. Heat, gas, water, sewer and trash included, air conditioning available, newly remodeled apartments include renovated kitchens with fabulous views of the city skyline and Lake Michigan. York Terrace offers assigned parking at $45.00-$55.00 per month. Flexible lease terms available. Active employment verification needed with housing voucher. 3 times Monthly Rent for Income Required. Call today for our unit availability!Pet friendly building
Pets allowed:
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South Commons, Chicago, 60616
Some errands can be accomplished on foot.
Many nearby public transportation options.
Flat as a pancake, good bike lanes.
Score Details
#southcommons. More apartments in south commons. Great expansive views of the city at higher levels.
Alexander Price
Explore how far you can travel by car, bus, bike and foot from York Terrace.
York Terrace has good transit which means many nearby public transportation options. Car sharing is available from Zipcar, I-GO and RelayRides.
Rail lines:
ME Metra Electric
0.4 mi
Red Line
0.8 mi
Green Line
0.9 mi
RI Rock Island
1.0 mi
Orange Line
1.4 mi
Bus lines:
3 King Drive
0.1 mi
21 Cermak
0.1 mi
1 Bronzeville/Union Station
0.1 mi
4 Cottage Grove
0.1 mi
29 State
0.2 mi
Car shares:
2701 S Indiana Avenue compared to all of Chicago.
Lower crime area.
Lower crime area.
How do you feel walking near 2701 S Indiana Avenue?
Thanks for your feedback!
View all South Commons apartments on a map.
York Terrace is in the South Commons neighborhood. South Commons is the 176th most walkable neighborhood in Chicago with a neighborhood Walk Score of 57.
Moving to Chicago from another city? View our moving to Chicago guide.


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Internet Software and Services
Company Overview of IdentityMind Global, Inc.
BOARD MEMBERS AFFILIATED WITH Taher A. Elgamal Ph.D., MS*
Co-Founder and Chief Identity Officer
MOST CONNECTED PEOPLE TO Taher A. Elgamal Ph.D., MS
|Esther Dyson
|415 Relationships
|Raymond J. Lane
|194 Relationships
|Howard A. Schmidt
|144 Relationships
|Gail R. Wilensky
|123 Relationships
|Eugene Austin
|119 Relationships
Sponsored Financial Commentaries
Sponsored Links
To contact IdentityMind Global, Inc., please visit . Company data is provided by Capital IQ. Please use this form to report any data issues.
Our data partners will research the update request and update the information on this page if necessary. Research and follow-up could take several weeks. If you have questions, you can contact them at email@example.com.