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Issue 64

November 2002

Who's Fast 2003

  • They're what companies need more of -- and they're at the heart of our fifth-annual celebration of the unsung heroes and rising stars of business. From the automobile industry to the airline industry, from a designer who dreams big to a CEO who struggled with a life-and-death moment of truth, these profiles demonstrate the power of authentic leadership and serious innovation. Business needs a new generation of leaders. We've found them.

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Columns

  • Strategy

    What is it about Netflix? This past summer, I was standing around at a stereotypical New York loft party, angling to attack the cheese tray, when this woman starts talking about Netflix. She wouldn't let me get to the Brie until I promised her that I would sign up. When I tell her that I'm already a big fan, she gives me a look that says, "Don't try to bullshit me, buster." She's committed! Netflix customers don't like the company. They love it.

  • Power

    You want a story of CEO power? The kind of CEO who ends up with his picture on the cover of every business magazine and who gets celebrated for his strategic brilliance and financial performance? The kind of CEO who's never held accountable for how he runs his company? The kind of CEO who's responsible for the train wreck that's undermining any confidence we used to have in corporate America? Here's the story, a true fable, told to me by a person who knows.

  • Culture

    Anne Having read each new newspaper story about the impending war with Iraq, I'm familiar with (and not entirely unsympathetic to) the Bush administration's rationale: We need to prevent Saddam from deploying biological and nuclear weapons. But I think a real, if only semiconscious, reason for invading Iraq is the administration's deep yearning to turn the amorphous, foggy, ghost-chasing, post-Afghanistan struggle against Al Qaeda into a normal, winnable war. A war against a single dictator, against fixed enemy fortifications, against an enemy capital.

Fast Talk

  • Fast Talk: Tough Sell

    The fastest way to get a solid bottom line is to deliver results on the top line. Which means there's nothing more urgent -- or these days, more trying -- than making the sale. Here's what it takes.

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    Interact with the companies whose products and services are advertised in Fast Company.

From the Editor

  • More Power to Them

    For more than a year, we've all been on a national learning journey, a trip of discovery into the land of real leadership. It started with September 11. In the aftermath of that terrible tragedy, Americans found themselves asking a new question: What's the difference between a celebrity and a hero? Heroes, it turned out, weren't famous. They didn't have PR agents or lofty job titles. They were people we'd never heard of demonstrating remarkable courage under intense pressure. They were, for the most part, ordinary people doing extraordinary things.