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IESE (España)
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El fin del fundamentalismo low cost: la interrupción de la COVID-19
Cruz, Alex; Nueno, José LuisCase M-1382Economics, Innovation and Change, MarketingRevisamos las tendencias pre-COVID-19 (como la convergencia de productos de servicio completo y de bajo coste; la segmentación del mercado y las demandas cambiantes de los consumidores cada vez más digitalizados). Con esos datos en mente, luego discutimos el impacto principal de la pandemia en los modelos existentes y proporcionamos las probables nuevas tendencias posteriores al COVID-19 en el sector de las aerolíneas. Habrá nuevos desarrollos, p...Starting at €8.20
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The African Safari: Managing a Team in Crisis (A)
Mayank Dayal; Raes, AnneloesCase DPO-763-ELeadership and People ManagementProject leader Nimesh Kumar is facing a tough decision after his expat software development team is robbed from all their equipment. Should he abandon the project and return home to avoid the ongoing security threat, or stay in Kenya to finish the project and help their client and Kenya´s agricultural sector? Team members are divided into two groups, one group comprised of experienced team members aged in their late 30s and 40s who want to return...Starting at €8.20
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Top Team Behavior for Winning Results
Raes, AnneloesArticle ART-2499-ELeadership and People Management, StrategyIt's lonely at the top, or so the saying goes. But this need not be the case. Indeed, those top management teams who manage to overcome their isolation and model high levels of "teamness" create positive ripple effects throughout the organization, boosting productive energy and job satisfaction, and lowering turnover intentions. What's more, middle managers and other employees reporting to them tend to integrate and align their own goals with oth...Starting at €8.20
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Cómo la IA cambiará (o no) tu modo de dirigir
Canals, Jordi; Cassiman, Bruno; Elvira, Marta; Sieber, Sandra; Raes, AnneloesArticle ART-3203Information Technologies, Leadership and People Management, StrategyAl expandir los límites de lo que las máquinas son capaces de hacer, la inteligencia artificial (IA) plantea nuevos retos a los directivos, desde entender esta tecnología en constante evolución hasta darle un uso práctico o resolver los dilemas éticos asociados a sus crecientes cualidades humanas. Para muchos, se trata de un mundo completamente nuevo. ¿Cómo deben prepararse los directivos para afrontarlo?Starting at €8.20
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How AI Will - and Won't - Change the Way You Manage
Canals, Jordi; Cassiman, Bruno; Elvira, Marta; Sieber, Sandra; Raes, AnneloesArticle ART-3203-EInformation Technologies, Leadership and People Management, StrategyDigitalization, big data, machine learning, robotics and artificial intelligence are reshaping industries, making once strong business models obsolete, growing new enterprises with different capabilities and skill sets, disrupting companies and communities, and ushering in social change. What are the key issues for leadership, governance and management? What new competencies are needed? How should executives respond? In this article, IESE profess...Starting at €8.20
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Raju Ketkale (A): Leading Toyota's Manufacturing Turnaround in India
Bharadwaj, Priyanka; Raes, AnneloesCase DPO-369-ELeadership and People ManagementIn early 2013, only two years after building its second plant for the production of the Etios model, Toyota Kirloskar Motor (TKM) - the Indian subsidiary of Toyota Motor Corporation, Japan (TMC) - was struggling to make profits. Within the first year of the plant setup, TKM undertook an ?8 billion (Indian rupee) expansion project to double its production capacity to 210,000 cars/year. Soon after this expansion, the demand for the Etios drasticall...Starting at €8.20
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Raju Ketkale (B): Leading Toyota's Manufacturing Turnaround in India
Bharadwaj, Priyanka; Raes, AnneloesCase DPO-370-ELeadership and People ManagementIn early 2013, only two years after building its second plant for the production of the Etios model, Toyota Kirloskar Motor (TKM) - the Indian subsidiary of Toyota Motor Corporation, Japan (TMC) - was struggling to make profits. Within the first year of the plant setup, TKM undertook an ?8 billion (Indian rupee) expansion project to double its production capacity to 210,000 cars/year. Soon after this expansion, the demand for the Etios drasticall...Starting at €5.74
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The End of Low-Cost Fundamentalism - The COVID Interruption
Cruz, Alex; Nueno, José LuisCase M-1382-EEconomics, Innovation and Change, MarketingWe review pre-COVID-19 trends (like the convergence of low cost and full service products; the re-segmentation of the market, and changing demands from increasingly digitalized consumers). With that data in mind, we then discuss the pandemic's main impact on existing models, and provide the likely new post-COVID-19 trends in the airline sector. There will be new developments, yet we conclude that the fundamentals of the democratization of air tr...Starting at €8.20
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Competences for Positive Impact
Cameron, Kim; Ribera, Alberto; Guillén, José Luis; Raes, AnneloesDossier DOS-20-EKnowledge and Communication, Leadership and People Management, StrategySetting in motion a chain reaction of positive energy throughout your organization starts with you.Starting at €15.00
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The African Safari: Managing a Team in Crisis (B)
Mayank Dayal; Raes, AnneloesCase DPO-764-ELeadership and People ManagementProject leader Nimesh Kumar is facing a tough decision after his expat software development team is robbed from all their equipment. Should he abandon the project and return home to avoid the ongoing security threat, or stay in Kenya to finish the project and help their client and Kenya´s agricultural sector? Team members are divided into two groups, one group comprised of experienced team members aged in their late 30s and 40s who want to return...Starting at €5.74