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Samsung: ¿hasta dónde arriesgar en innovación?
IESE InsightArticle ART-2597Innovation and Change, Leadership and People ManagementHace unos años Samsung decidió cambiar de estrategia y dejar de seguir a la competencia. Pero es más fácil decidirlo que hacerlo, como comprobó su equipo europeo de innovación en el desarrollo de tres nuevos productos. Henrik Werdelin, socio director de Prehype, Michael Boneham, director de Boneham Consulting y expresidente de Ford India, e Ignacio Aso, del área de desarrollo de negocio en Unify, aportan su punto de vista.Starting at €8.20
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Liderar también es delegar
IESE InsightArticle ART-2598Leadership and People ManagementDavid Marquet, excapitán de un submarino de la Armada de Estados Unidos, reflotó la moral de su tripulación otorgándoles un mayor control. Su experiencia ofrece lecciones muy valiosas para los directivos que lideran equipos sometidos a mucha presión.Starting at €8.20
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Leading by Letting Go
IESE InsightArticle ART-2598-ELeadership and People ManagementHow do you avoid giving orders if you are the leader in charge? The story of how a U.S. Navy nuclear submarine crew went from being worst to first provides useful lessons for other managers who find themselves with disempowered teams and without all the answers.Starting at €8.20
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IESE Insight. Issue 15. Fourth Quarter 2012
IESE InsightMagazine REV-36-EAccounting and Control, Business Ethics and Corporate Social Responsibility, Economics, Entrepreneurship, Finance, Innovation and Change, Knowledge and Communication, Leadership and People Management, Marketing, StrategyClaus Rerup (Richard Ivey School of Business) presents a framework for companies to improve their capability to pick up on signals that impending crises give off before they happen. The corporate communications consultant Alfonso González-Herrero looks at the key issues that companies must address, with forecasting and planning, in order to safeguard their reputations. IESE's José R. Pin provides a guide to help managers lead and communicate, so ...Starting at €22.00
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Mauro Guillén, trayectoria de un académico
Lucas Chinchilla P.Case IIST-DGI-178Business Ethics and Corporate Social ResponsibilitySe trata de valorar la trayectoria académica del profesor Mauro Guillen, analizando los pasos que ha dado hasta ser Catedrático en Wharton School. La formación básica, las instituciones deonde ha estado y sus dedicaciones a docencia, dirección de investigación: ¿Qué tipo de profesor es?, ¿qué frutos pueden esperarse?, ¿qué sugerencias podrían hacérsele?, ¿que interés podría haber en contar con su colaboración?.Starting at €8.20
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Tiny Prints (A)
Child, M; Rosenthal, SCase SGSB-E426A-ELeadership and People ManagementThe Tiny Prints case describes the founding of the online stationery company in 2004, through its growth and evolution to 2007. The three cofounders bootstrapped the company from the beginning, primarily so that they could retain control over the decision-making and strategic direction of the company. While that decision allowed the cofounders flexibility and independence, it also led to capital constraints and a “good enough” culture that had ...Starting at €8.20
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Ed Rapp's Affirmations
Carroll, Glenn; Schifrin, DebraCase SGSB-L34-ELeadership and People ManagementIn this 2019 case, Ed Rapp, retired group president and CFO of Caterpillar, recounts the positive impact that using a type of “self-talk” called an affirmation has had on his life and career. Affirmations are simple, positive, carefully crafted statements declaring specific goals in their completed state. A foundational belief behind an affirmation is that self-image is shaped by self-talk and daily performance reality. Affirmations should be pe...Starting at €8.20
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De Seattle a Génova
Llamas Mendoza, Agustín; De León González, RodrigoCase IPADE-EPS 01 C 01Business Ethics and Corporate Social ResponsibilitySe acercaban los últimos días del mes de noviembre de 1999 y con ellos la Reunión de ministros de la Organización Mundial de Comercio (por sus siglas en inglés WTO), encabezada por su flamante director general Mike Moore, en Seattle, Estados Unidos. En dicha cumbre se tratarían temas como el seguimiento de las negociaciones para la liberalización progresiva del comercio internacional, la orientación del comercio de modo que contribuyera de forma ...Starting at €8.20
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Olivia Baker recibe un e-mail
Ruizalba, José Luis; Las Heras, Mireia; Chinchilla, NuriaCase DPO-251Entrepreneurship, Leadership and People ManagementOlivia sigue con sus planes de expansión, pero sin tener demasiado en cuenta a uno de los miembros de su equipo, George Foster, que fue el que la ayudó en sus inicios. Olivia ha personalizado demasiado su empresa, de forma que no delega y concentra en ella todo el poder, con las debidas consecuencias y sin dar protagonismo al resto del equipo.Starting at €8.20
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Voltium, Inc.
del Potro, Eloy; Stein, Guido; Pin Arboledas, José Ramón; Vázquez- Dodero, Juan CarlosCase BE-173-EBusiness Ethics and Corporate Social ResponsibilityThe manager at Voltium,a European company that was installing electricity in various parts of an African country, pondered whether it was justifiable to yield to the extortion of a local public official of the Dambo region, just as the company was about to finalize the project for the electrification of the area. This case was recognized by the European Foundation for Management Development (EFMD) as the best publication in the 2012 Case Writing ...Starting at €8.20