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HBSP (USA)
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Cuántos subordinados directos
Neilson, Gary L.; Wulf, Julie M.Article HBS-R1204HKnowledge and CommunicationSi los altos ejecutivos se sienten cada vez más presionados por el tiempo, por qué iban a agregar más a sus platos? Puede sonar contradictorio, pero la investigación de Booz & Company Gary L. Neilson y Harvard Business School profesor Julie Wulf muestra que en los últimos 20 años esperanza media del CEO de control, medida por el número de informes directos, se ha duplicado. Se encuentra en casi el 10 por hoy. Esto le da relevancia fresca a una pr...Starting at €8.20
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Alibaba Group (Spanish version)
Wulf, Julie M.Case HBS-710S18StrategyDiscusses how Alibaba Group successfully managed new business ventures to become a leader in China's online marketplaces. Students follow Alibaba Group's transition from a startup to a multibusiness firm with over 15,000 employees in just over a decade. They analyze the evolving dynamics of internal competition and cooperation among Alibaba Group's subsidiaries. Students are also asked to address Alibaba Group's strategy, the role of its corporat...Starting at €8.20
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Organization and Strategy at Millennium (A)
Wulf, Julie M.; Waggoner, ScottCase HBS-710415-ELeadership and People ManagementThis case examines Millennium's strategic and organizational responses to the rapid evolution of the biopharmaceutical industry. In the early 2000s, as Millennium's competitive advantage in early-stage research slipped away and its losses mounted, founder and CEO Mark Levin moved the firm downstream away from research and towards drug development and commercialization, while narrowing horizontal breadth from over a dozen therapeutic classes to ju...Starting at €8.20
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Organization and Strategy at Millennium (B)
Wulf, Julie M.; Waggoner, ScottCase HBS-710418-EStrategyThis case examines Millennium's strategic and organizational responses to the rapid evolution of the biopharmaceutical industry. In the early 2000s, as Millennium's competitive advantage in early-stage research slipped away and its losses mounted, founder CEO Mark Levin moved the firm downstream away from research and towards drug development and commercialization, while narrowing horizontal breadth from over a dozen therapeutic classes to just t...Starting at €5.74
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Nota sobre valoración por "Suma de las partes"
Villalonga, BelenCase HBS-219S10FinancePara maximizar su eficacia, los casos de color deben imprimirse en color. La mayoría de las grandes empresas operan en más de un negocio. La valoración de una empresa diversificada requiere valoraciones separadas para cada uno de sus negocios y para la sede corporativa. Este método de valoración de una empresa por partes y luego sumarlas se conoce como valoración (SOTP) El-Piezas de suma de y se utiliza comúnmente en la práctica por los analistas...Starting at €8.20
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How Many Direct Reports
Neilson, Gary L.; Wulf, Julie M.Article HBS-R1204H-EIf senior executives are feeling ever more pressed for time, why would they add more to their plates? It might sound counterintuitive, but research by Booz & Company's Gary L. Neilson and Harvard Business School professor Julie Wulf shows that over the past 20 years the CEO's average span of control, measured by the number of direct reports, has doubled. It stands at almost 10 today. This gives fresh relevance to a perennial question for senior l...Starting at €8.20
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Itau Unibanco (A): The Merger Process
Villalonga, Belen; Davis, John A.; Reisen de Pinho, RicardoCase HBS-212094-EFinanceStarting at €8.20
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Itau Unibanco (B): The Merger Outcome
Villalonga, Belen; Davis, John A.; Reisen de Pinho, RicardoCase HBS-212095-EFinanceStarting at €5.74
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Spiegel-Verlag Rudolf Augstein GmbH & Co. KG
Villalonga, Belen; Beyersdorfer, Daniela; Dessain, VincentCase HBS-208096-EDer Spiegel is Germany's most influential political news magazine. In the 1970's, its founder Rudolf Augstein gave a 50% ownership stake to his employees and sold another 25% to rival publisher Gruner+Jahr, but retained significant control during his lifetime by stipulating in the bylaws that every important business decision would require a 76% shareholder approval. When Augstein died in 2002, however, his co-owners exercised the option the same...Starting at €8.20
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Financing Growth in Family and Closely Held Firms, module note- -instr
Villalonga, BelenCase HBS-209014-EFinanceTo maximize their effectiveness, color cases should be printed in color. This note describes the second of four modules in Financial Management of Family and Closely Held Firms, an elective MBA course at Harvard Business School. The note analyzes the pros and cons of different equity financing options that are available to family firms such as private equity, strategic alliances, public equity with and without mechanisms for retaining or enhancin...Starting at €8.20