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Playing the Whole Game (Spanish version)
Lax, David A.; Sebenius, James K.Article HBS-R0311DStrategy1-D negotiators focus on improving their interpersonal skills at the negotiating table, and 2-D negotiators focus on diagnosing underlying sources of value in a deal and then recrafting the terms to satisfy all parties. In this article, the authors explore the often-neglected third dimension. Instead of just playing the game at the bargaining table, 3-D negotiators reshape the scope and sequence of the game itself to achieve the desired outcome....Starting at €8.20
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The Case of the Floundering Expatriate (HBR Case Study)
Adler, GordonArticle HBS-95401X-ELeadership and People ManagementFrank Waterhouse, CEO of Argos Diesel, Europe, is exasperated. Bert Donaldson, who arrived in Zurich a year ago to create a European team--to facilitate communication among the parts suppliers that Argos has acquired over the past two years--just isn't working out. Although he has excellent credentials, both as a successful team builder at Argos International in Detroit and as a teacher in Cairo, his style seems abrasive here and he is behind sch...Starting at €8.20
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It May Be Cheaper to Manufacture at Home
de Treville, Suzanne; Trigeorgis, LenosArticle HBS-R1010F-EService and Operations ManagementConventional financial tools can lead to supply chain mistakes. Most managers use the discounted cash flow (DCF) model to help them make decisions such as where to locate a new manufacturing plant or whether to use a foreign or domestic supplier. But DCF typically undervalues flexibility-and as a result, companies may end up with supply chains that are low cost as long as everything proceeds according to plan but extremely expensive if problems a...Starting at €8.20
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The Case of the Floundering Expatriate (HBR Case and Commentary)
Adler, Gordon; Ready, Douglas A.; Schneider, Susan; Johansson, Bjorn; Trompenaars, Fons; Borboa, RomanArticle HBS-95401-ELeadership and People ManagementFrank Waterhouse, CEO of Argos Diesel, Europe, is exasperated. Bert Donaldson, who arrived in Zurich a year ago to create a European team--to facilitate communication among the parts suppliers that Argos has acquired over the past two years--just isn't working out. Although he has excellent credentials, both as a successful team builder at Argos International in Detroit and as a teacher in Cairo, his style seems abrasive here and he is behind sch...Starting at €8.20
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CRM Done Right (Spanish version)
Ledingham, Dianne; Rigby, Darrell K.Article HBS-R0411HMarketingstrong executive and business unit leadership, careful strategic planning, clear performance measures, and a coordinated program that combines organizational and process changes with the application of new technology.Starting at €8.20
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Tal vez sea más barato fabricar en casa
de Treville, Suzanne; Trigeorgis, LenosArticle HBS-R1010FService and Operations Managementherramientas financieras convencionales pueden conducir a errores suministrar cadena. La mayoría de los gerentes utilizan el modelo de flujo de caja descontado (DCF) para ayudarles a tomar decisiones como dónde ubicar una nueva planta de fabricación o si desea utilizar un proveedor nacional o extranjero. Pero DCF generalmente subestima la flexibilidad, y como resultado, las empresas pueden terminar con las cadenas de suministro que son de bajo co...Starting at €8.20
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Ethical Breakdowns (Spanish version)
Bazerman, Max H.; Tenbrunsel, Ann E.Article HBS-R1104CBusiness Ethics and Corporate Social Responsibility(1) Ill-conceived goals may actually encourage negative behavior. Brainstorm unintended consequences when devising them; (2) Motivated blindness makes us overlook unethical behavior when remaining ignorant is in our interest. Root out conflicts of interest; (3) Indirect blindness softens our assessment of unethical behavior when it's carried out by third parties. Take ownership of the implications when you outsource work; (4) The slippery slope ...Starting at €8.20
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The Wise Leader (Spanish version)
Nonaka, Ikujiro; Takeuchi, HirotakaArticle HBS-R1105BStrategyexperiential knowledge that enables people to make ethically sound judgments. Wise leaders demonstrate six abilities. They make decisions on the basis of what is good for the organization and for society. They quickly grasp the essence of a situation and fathom the nature and meaning of people, things, and events. They provide contexts in which executives and employees can interact to create new meaning. Phronetic leaders use metaphors and stori...Starting at €8.20