Issue link: http://www.e-digitaleditions.com/i/58061
"DEMOGRAPHIC AND OTHER STRUCTURAL SHIFTS ARE GIVING AN URGENT EDGE TO THIS CHALLENGE OF BETTER UTILIZING WOMEN." –Sylvia Ann Hewlett, Off-Ramps and On-Ramps The careers of women tend to have vastly different shapes than the careers of men. Thirty-seven percent of highly qualified women voluntarily drop out of the workforce for an average of 2.2 years. Ninety-three percent of them eventually return to work, but only 40 per- cent return to full-time mainstream jobs. These are among some of the statistics quoted in Sylvia Ann Hewlett's Off-Ramps and On-Ramps, based on a survey of thousands of executives sponsored by members of the Hidden Brain Drain Task Force and conducted by Harris Interactive. Women crave flexibility to cope with childcare and eldercare needs, but many also leave jobs because their careers are unsatisfying or unrewarding. How can corporations retain or lure back the talented, experienced women who have grown wary of the business environment? Hewlett profiles programs at companies like American Express, Ernst & Young, Lehman Brothers, and the U.K.'s BT. "Demographic and other structural shifts are giving an urgent edge to this challenge of better utilizing women," Hewlett writes. If keeping female talent translates into achieving a com- petitive advantage, as Hewlett posits, she's created the handbook for staying ahead of the competition. (Harvard Business School Press, $29.95). As they focus intently on improving the next iteration of their prod- ucts, executives often don't pay attention to how the world has changed and customer desires have changed with it, says Erich Joachimsthaler in Hidden in Plain Sight. By operating from the perspective of what customers want, rather than what their companies have to offer, business leaders can create radically new products like the iPod or the Swiffer. "Customer advantage reflects a capacity to lever- age a deep understanding of how people absorb or assimi- late products and services into their daily routines," Joachim- sthaler writes. Citing case stud- ies of innovations at companies like Procter & Gamble and GE Healthcare, Joachimsthaler shows how putting the cus- tomer at the center of the business can usher in a whole new era. (Harvard Business School Press, $29.95) Accidents happen, and virtually every business owner at some point will be facing controversy, allegations of wrongdoing, product recall, or some other unpleasant situation. In Damage Control, Eric Dezenhall and John Weber offer the tools to help executives fig- ure out what kind of crisis they're in and how to defuse it—and they don't mince words. In their very pro-business, somewhat anti-media, and always outspoken book, they delve into the nuances of spin, the power of blame, and the roles of fate and chance. "Human beings understand the world in terms of archetypal narratives—sto- ries with clear villains and victims and vindicators—and effective crisis management must accept that," they write. Whether the crisis is caused by internal error or an out- side attacker with a bitter agenda, they say, companies can survive if they have strong leaders, a flexible reaction plan, a high threshold for pain, a commitment to their own defense, and a certain amount of luck. Written in pungent and no- holds-barred style, the book is a fascinating account of life inside the maelstrom. (Viking, $24.95) "Leadership is needed for problems that do not have easy answers," says Michael Fullan in Leading in a Cul- ture of Change. In his view, effec- tive leaders must integrate five key components: a moral purpose, an understanding of change, an abil- ity to build relationships, a skill for creating and sharing knowledge, and a talent for bringing disparate elements together coherently. Using examples drawn from both business and education, he walks the reader through real-life scenarios in which organizations succeeded or failed by following or ignoring these five components. He also examines how his theories dovetail with those of other leadership gurus—from Gary Hamel to Daniel Goleman—and leaves readers pondering how to improve their own management styles. (Wiley, $18) ■ z BizEd MAY/JUNE 2007 67