What smart steps should business leaders be taking to deal with Act II of the new economy? Maybe the smartest thing to do is to take stock of Act I: What lessons did we learn in the first five years of the new economy? Edited by Christine Canabou and Alison Overholt page 91
You think the past five years were nuts? You ain't seen nothin' yet! It's only going to get weirder, tougher, and more turbulent. Which means that leadership will be more important than ever -- and more confusing (see rule #3). Tom Peters page 124
Microsoft's CEO faces a challenge that has been the undoing of many leaders in many industries: Can a giant company that dominated one era lead in the next? George Anders page 142
The world's most famous business-school professor is fed up with CEOs who claim that the world changes too fast for their companies to have a long-term strategy. If you want to make a difference as a leader, you've got to make time for strategy. Keith H. Hammonds page 150
Think of a product that is so local, it could never go global. So basic, it could never be branded. So fundamental, it could never be reinvented. Now think about bread -- Lionel Poilane's bread, that is. Ron Lieber page 158
Thanks to the carnage of the past 10 months, we have a pretty good idea of which business strategies don't work on the Web. But what does work? Paul C. Judge page 169
Intel averages 3 million email messages per day. That's enough to choke even the fastest-moving company. Here's a short course on how the Silicon Valley giant gets the most out of those messages. Alison Overholt page 56
Customers are more powerful -- and more connected -- than ever. Not convinced? Ask American Airlines, which faced a web-enabled customer revolt. Ron Lieber page 76
The still youthful founder and CEO of the technology powerhouse gets personal (sort of) about taking apart a computer, dropping out of college , and making breakfast for his kids. Charles Fishman page 82
Internet marketers made lots of big (and, in hindsight, dubious) promises about the power of the Web to give companies a uniquely powerful way to chart the performance of their ads. The folks at Avenue A aren't ready to give up on those promises. Paul C. Judge page 182
Kenny Hirschhorn, executive VP of strategy, imagineering, and futurology at Orange PLC, a leading European telecom company, is betting that he knows what's next for wireless access to the Internet. Ian Wylie page 193
Say hello to the Order People -- an offshoot of United Stationers Inc., a 79-year-old, $3.8 billion office-supplies wholesaler. John D. Kennedy and his team are developing new, Net-based uses for old, back-end capabilities. Now, can they take your order? Cathy Olofson page 198
