Editor's Note

Ask most corporate leaders what kind of growth they'd most like to achieve, and they'll probably have one response: organic growth.

Sure, you can grow by acquiring another company. You can certainly do it faster that way. But there's plenty of evidence that many, if not most, mergers don't do all that much in terms of creating real value. Internal, organic growth is a much better bet.

The Journal Report

Most companies have managers who can turbocharge results. The trick is finding -- and nurturing -- them. Accidents lead to innovations. So, how do you create more accidents? Western impressions of Chinese workers are dated -- and probably wrong. Seven tips for making forecasting more effective. You've created a team to solve a problem. Here's some advice: Don't put one person in charge. Here's what e-tailers can learn from airline pricing. How offshore outsourcing affects customer satisfaction. MySQL chief Marten Mickos shares ideas. See the complete Business Insight report.

If, that is, you can find the right employees to lead the way.

And that's the focus of our cover story in this Business Insight: how to identify those managers inside your company who have the capacity to be "growth leaders," who have the vision and creative spark to take a company in directions that most employees would never even think of.

These are the managers who know the rules, but also know how to bend them; who are willing to take risks, without betting the store; who make an effort to avoid the corporate bureaucracy, but don't purposely antagonize it.

Find, and nurture, these executives and you'll get not just growth. You'll get the kind of growth you want.