ACKNOWLEDGMENTS
In November 2015, Roger Martin came to our house for dinner. I had just hung up the phone with a legendary retail CEO who had read The Good Jobs Strategy and asked if I could help his company implement its ideas. I told this CEO the truth I had told others: I didn’t know how to do it. Besides, I already had a job and four young kids. When I told Roger about this and other similar exchanges with leaders of other companies, he told me that if I ever wanted to make a real difference, I had better learn how to help these leaders. He graciously agreed to help me learn how to do it and to be the cofounder of an organization with me. A few months later, I asked Sarah Kalloch—a student of mine at MIT Sloan who stood out both in and ...
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