06
04
02
-02
33
0
2
4
6
Mutual Trust
8 10
12
14
16
39
57
49
CRISIS MANAGEMENT
57 How to Save Your Brand in the Face of Crisis
When bad things happen, companies need to pick the right strategy for talking
their way out of a mess and avoiding a calamitous pummeling of their corporate
image. Choosing the best response can spell the difference between a brand’s
survival and its irreversible tarnishing.
BY GITA V. JOHAR, MATTHIAS M. BIRK AND SABINE A. EINWILLER
WHAT TO KNOW
BEFORE YOU TALK
1. Is the accusation true?
2. Is the crisis severe?
3. Do customers
identify with
the brand?
SUSTAINABILITY
65 The Four-Point Supply Chain Checklist (or, How
Sustainability Creates New Opportunity)
Supply chain managers are uniquely positioned to consider — and benefit from —
sustainability initiatives. Edgar Blanco of the MIT Center for Transportation & Logistics
says there are four key opportunities.
INTERVIEW BY MICHAEL S. HOPKINS
ESSAY
71 Is Decision-Based Evidence Making Necessarily Bad?
Many managers think they’ve committed their organizations to evidence-based decision
making — but have instead, without realizing it, committed to decision-based evidence making.
Is that all bad? What can be done to fix it?
BY PETER M. TINGLING AND MICHAEL J. BRYDON
5%
Amount of all shipments
sent by air (instead of
ocean, land, rail) by a
multinational manufacturing company
40%
Amount of company’s
transportation carbon
footprint that those air
shipments accounted for
TECHNOLOGY & MANAGEMENT
77 Putting the Science in Management Science
MIT’s Andrew McAfee, author of Enterprise 2.0, on how evolving technology and the data
deluge can enable companies not only to be smarter, but to act smarter, too. Part of SMR’s
new series on “The New Intelligent Enterprise.”
INTERVIEW BY MICHAEL S. HOPKINS
“When you have this unbelievable amount of horsepower and a mass of data to apply it to, you can be a lot
more scientific about things. You can be a lot more rigorous in your analysis. You can generate and test
hypotheses. You can run experiments. You can adopt a much more scientific mind-set.” — ANDREW MCAFEE
Research shows that
senior decision makers
are often unaware that
evidence has been shaped
by subordinates to con-
form to the perceptions
of management.
