MOVE

Rosabeth M. Kanter

Book | 2015

MOVE: Putting America's Infrastructure Back in the Lead

Abstract

Americans are stuck. We live with travel delays on congested roads; shipping delays on clogged railways; and delays on repairs, project approvals, and funding due to gridlocked leadership. These delays affect us all, whether you are a daily commuter, a frequent flyer, an entrepreneur, an online shopper, a job seeker, or a community leader. If people can't move, if goods are delayed, and if information networks can't connect, then economic opportunity deteriorates and social inequity grows. We have been stuck for too long, writes Harvard Business School professor and bestselling author Rosabeth Moss Kanter. In Move, Kanter visits cities and states across the country to tackle our challenges—and reveal solutions—on the roads and rails and in our cities, skies, and the halls of Washington D.C. We meet a visionary engineer and public servant spearheading an underwater tunnel in Miami to streamline port operations and redirect constant traffic from the city center. We see mayors partnering with large corporations and nimble entrepreneurs to unveil parking apps, bike-sharing programs, and seamless wifi networks in greener, more vibrant, more connected cities. And we learn about much-needed efforts—such as dynamic tolls on highways and fees based on vehicle miles traveled—to reduce our dependence on the outmoded gasoline tax in our new electric-car age. It all adds up to a new vision for American mobility, where local leaders shape initiatives without waiting for Congress to act, and ambitious companies partner with governments to tackle projects that serve the public good, create jobs, and improve quality of life while providing healthy sources of investment.

Keywords: transportation; infrastructure; United States; railroad history; airlines; airline industry; air transportation; passenger transportation; cities; urban planning; freighting; Change; change management; leadership; public policy; entrepreneurship; technological innovation; change leadership; public finance; Infrastructure; Policy; Technological Innovation; Change Management; Leading Change; Urban Development; Project Finance; Entrepreneurship; City; Transportation; Transportation Industry; Shipping Industry; Rail Industry; Air Transportation Industry; United States;

Format: Print

Purchase

Citation:

Kanter, Rosabeth M. MOVE: Putting America's Infrastructure Back in the Lead. New York: W.W. Norton & Company, 2015.

From 2008-2010 Anand Piramal ran a series of pilots for his digital healthcare startup, Piramal e-Swasthya (PeS) to “democratize healthcare” in rural areas of India. PeS ran into difficulties so Anand Piramal had to decide whether to continue the organization and if so how. In 2010, an unexpected opportunity emerged that could have significant implications for PeS’s organizational structure and future prospects. Anand Piramal now faced several options for PeS. He needed to weigh the pros and cons of each option to make the best decision to fulfill his vision of providing quality healthcare services to “bottom-of-the-pyramid” populations. This case exemplifies the strategic decisions an entrepreneur must make to ensure that a social impact venture can be sustainable and scalable.

In 2010, Anand Piramal acquired the Health Management Research Institute (HMRI), a healthcare venture, and merged it with his original digital healthcare startup Piramal e-Swasthya (PeS), so that PeS became Piramal Swasthya. After acquiring HMRI, Piramal Swasthya scaled across 20 Indian states and became India’s largest private primary healthcare initiative by implementing public-private partnerships with state governments. In 2012, Anand Piramal stepped down as CEO of Piramal Swasthya, leading to organizational change and a healthcare strategy focused on improving maternal health amongst India’s most vulnerable populations. This case shows how an organization can achieve innovation at scale through cross-sector collaboration.

In the middle of a crisis, everything looks like a failure. But it’s possible to come out the other end with a strong company—and often with a plan for growth. Companies with a people-first culture can succeed by paying attention to three things: establishing clear accountability in the leadership ranks; developing a nuts-and-bolts, collaborative plan for getting through the crisis; and putting a separate group in charge of defining the “new normal,” when the worst is over.

Faculty & Research

MOVE: Putting America's Infrastructure Back in the Lead

Abstract

Citation:

About the Author

More from the Author