When we hear the words “Fukushima disaster,” most of us think of Fukushima Daiichi, the nuclear power plant wracked by three core meltdowns and three reactor building explosions following the March 2011 earthquake and tsunami in Japan. Without electricity to run the plant’s cooling systems, managers and workers couldn’t avert catastrophe: People around the world watched grainy footage of the explosions, gray plumes of smoke and steam blotting the skyline. Since the tsunami, Daiichi has been consumed by the challenge of containing and reducing the radioactive water and debris left behind.

A version of this article appeared in the July–August 2014 issue of Harvard Business Review.