Ten senior executives and thinkers explain the most crucial item on their leadership agenda. Christine Canabou, Pamela Kruger and Cathy Olofson page 85
"Everybody wants brands. And there are a lot more poor people in the world than rich people. To be a global business . . . you have to participate in all segments." --Keki Dadiseth, Unilever Rekha Balu page 120
"If I had had more experience, if I was more careful, if I was more competent, maybe this wouldn't have happened." --Michael Saylor, MicroStrategy Chuck Salter page 161
How can financial-services companies and banks improve the odds that big technology bets will pay off? At the Wall Street Solutions Center, they try before they buy. Jennifer Reingold page 44
Reverend Cecil Williams, of San Francisco's Glide Memorial United Methodist, is on a mission: He's teaching tradition-bound congregations how to stay vital by embracing change. Rekha Balu page 48
The founder of Federal Express and the creator of overnight delivery is obsessed with time and the pursuit of speed. He learned everything he knows about leadership from the marines. And he gets choked up at the movies. Charles Fishman page 64
When is a Net strategy more than just a Net strategy? When it enables a company to change an entire way of doing business. At Nestle USA, a bid to create the "very best" Web sites has become a vehicle for reinventing a staid, risk-averse culture. Bill Breen page 168
For decades, Lear Corp. made car seats. Today, with the help of virtual reality and other digital technologies, Lear makes a whole lot more -- and makes it a whole lot faster. Along the way, the company learned how to get real about what technology can and cannot do. Fara Warner page 178
The push for online privacy threatens to kill the dream of super-sophisticated, Net-driven marketing. But There are simple ways that companies can have their data and protect it too. George Anders page 186
Interact with the companies whose products and services are advertised in Fast Company. Fast Company page 191
Online Highlights
Act Local, Think Global (Magazine Plus)
In rural India, Hindustan Lever has worked hard to transform long-overlooked customers into a fast-growing market for its products. Now other global companies, like Colgate-Palmolive and Electrolux, are snapping up executives from India to export those strategies to other parts of the world. Here are lessons in innovation from Africa, Indonesia, and the Philippines. http://www.fastcompany.com/keyword/lever47
The New Face of Leadership (Web Exclusive)
Fast Company's 1998 "Best of the Best" issue featured Steven Miller, then group managing director of Royal Dutch/Shell, for his commitment to grassroots leadership. Today, with even bigger responsibilities at Shell, Miller is waging a campaign to enhance workplace diversity. Here's how he is trying to change the face of leadership at one of the world's biggest companies. http://www.fastcompany.com/articles/2001/05/shell_miller.html
The Reeducation of an Internet CEO (Magazine Plus)
The meltdown at MicroStrategy Inc. cost hundreds of people their jobs -- and cost CEO Michael Saylor billions of dollars. But it also taught him seven priceless lessons about strategy, leadership, and what makes people tough out bad times. http://www.fastcompany.com/keyword/saylor47
Will EMC Fall to Earth? (Company Spotlight)
EMC Corp.'s rise to global prominence is one of the top business stories of the past decade, and its success has turned it into a coveted place to work. But will the "tech wreck" wreck EMC? Find the answers in our A - Z Fast Companies directory. http://www.fastcompany.com/keyword/emc47
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