In today’s world, managers are dealing with changing workplaces, a changing workforce, changing technology, and global uncertainties. For example, grocery stores continue to struggle to retain their customer base and to keep costs down. At Publix Super Markets, the large grocery chain in the southeastern United States, everyone, including managers, is looking for ways to better serve customers. The company’s president, Todd Jones, who started his career bagging groceries at a Publix in New Smyrna Beach, Florida, is guiding the company through these challenges by keeping everyone’s focus—from baggers to checkers to stockers—on exceptional customer service.17 And with Amazon’s purchase of Whole Foods, the whole grocery store industry now faces an entirely different challenge.18 Or consider the management challenges faced by the Seattle Post-Intelligencer (P-I) when it, like many other newspapers, struggled to find a way to be successful in an industry that was losing readers and revenues at an alarming rate. Managers made the decision to go all-digital, and the P-I became an Internet-only news source. Difficult actions followed as the news staff was reduced from 165 to less than 20 people. In its new “life” as a digital news source, the organization faces other challenges—challenges for the manager who needs to plan, organize, lead, and control in this changed environment.19 Managers everywhere are likely to have to manage in changing circumstances, and the fact is that how managers manage is changing. Throughout the rest of this book, we’ll be discussing these changes and how they’re affecting the way managers plan, organize, lead, and control. We want to highlight four specific areas that are important to organizations and managers everywhere: customers, innovation, social media, and sustainability.