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HBSP (USA)
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Termine con las guerras en la innovación
Govindarajan, Vijay; Trimble, ChrisArticle HBS-R1007FKnowledge and Communicationequipos especiales dedicados a las iniciativas de innovación, inevitablemente, se ejecutan en conflicto con el resto de la organización. Las personas responsables de las operaciones en curso ver los innovadores como advenedizos indisciplinados. Los innovadores descartan la gente de operaciones como los dinosaurios burocráticos. Es natural para separar los dos grupos en conflicto. Pero también es totalmente equivocado, por ejemplo Govindarajan y T...Starting at €8.20
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The HBR Agenda 2011 (Spanish version)
Ariely, Dan; Brown, Tim; Cappelli, Peter; Davenport, Thomas H.; Duflo, Esther; Fernández-Aráoz, Claudio; Govindarajan, Vijay; Gratton, Lynda; Hackman, J. Richard; Ibarra, Herminia; Kedrosky, Paul; Lafley, A.G.; Li, Charlene; Ma, Jack; Manzoni, Jean-Francois; Pink, Daniel H.; Porter, Michael E.; Schein, Edgar H.; Schmidt, Eric; Schwab, Klaus; Shirky, Clay; Stiglitz, Joseph E.; Sutton, Robert I.; Tyson, LaArticle HBS-R1101BKnowledge and CommunicationJoseph E. Stiglitz will be crafting a new postcrisis paradigm for macroeconomics whereby rational individuals interact with imperfect and asymmetric information. Herminia Ibarra will be looking for hard evidence of how "soft" leadership creates value. Eric Schmidt will be planning to scale mobile technology by developing fast networks and providing low-cost smartphones in the poorest parts of the world. Michael Porter will be using modern cost a...Starting at €8.20
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Making Innovation Happen: The Importance of a Custom Organizational Model and a Dedicated Project Plan
Govindarajan, Vijay; Trimble, ChrisBook Chapter HBS-7053BC-EMost well-managed companies are adept at two basic models for innovation execution: 1) The innovation = ideas + motivation formula, which can generate thousands of small initiatives but cannot support major projects, and 2) The innovation = ideas + process formula, which can efficiently crank out innovation after innovation, as long as each one is a repeat of a prior effort. In this chapter, the authors introduce the thesis of their book, which i...Starting at €8.20
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Divide the Labor: Forming a Successful Innovation Partnership Based on Effective Cross-Functional Relationships
Govindarajan, Vijay; Trimble, ChrisBook Chapter HBS-7054BC-EJust as there is a wide variety of innovation initiatives in organizations, there is a wide variety of teams that push them forward. But all these teams have something in common: They are internal partnerships. The two entities of the partnership are the Performance Engine (the organization's ongoing operations) and a Dedicated Team. The Dedicated Team consists of people who will work on the innovation initiative full time. The subset of Performa...Starting at €8.20
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Bank Tellers, Fighter Pilots, and the Limits of Rationality: The Origins of Behavioral Economics
Ubel, Peter A.Book Chapter HBS-3937BC-EMuch of economic theory has revolved around the age-old assumption that humans make choices rationally and based on probability, or what we have learned from previous experience. Free markets operate under this assumption, even going so far as to frame the obesity epidemic as the result of personal choices made by rational individuals. In this chapter, physician and behavioral scientist Peter Ubel explores the origins of behavioral economics, whi...Starting at €8.20
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Irrational Tastes and Bottomless Soup Bowls: Our Unconscious Eating Habits and What They Tell Us about the Pitfalls of Free Markets
Ubel, Peter A.Book Chapter HBS-3940BC-EFree markets operate under the assumption that human beings make rational choices about consumption. Some market enthusiasts have gone so far as to contend that even obesity is a lifestyle choice and, therefore, society should leave people alone to determine their optimal waistlines. Behavioral scientist and physician Peter Ubel, however, argues that it's actually the interaction of modern markets with genetics and social factors, and rational wi...Starting at €8.20
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Spacious Lawns and Long Commutes: The Irrationality of Choosing to Live in the Suburbs
Ubel, Peter A.Book Chapter HBS-3942BC-ESocial scientists have discovered in the last couple of decades that people's decisions are often biased by an inability to predict what will make them happy. Many economists, however, have overlooked or underemphasized the importance of people's emotional lives in their decision-making processes. Standard economic theory, for instance, holds that if commuting is a source of unhappiness, people will choose long commutes only if they believe such ...Starting at €8.20
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Marketing and the Science of Persuasion: Does Advertising Promote People's Well-Being
Ubel, Peter A.Book Chapter HBS-3945BC-EWe live in a capitalist society that is increasingly bombarding us with advertising. We exist in a world where many of the best psychology and neuroscience graduates are being hired by marketing firms or marketing departments within large corporations. These marketers are becoming increasingly sophisticated at targeting and persuading consumers. Many experts believe that advertising and marketing serve the interests of the general public, providi...Starting at €8.20
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Can Government Combat Obesity Without Becoming a "Nanny State": Personal Freedom and Personal Well-Being Don't Have to Be Mutually Exclusive
Ubel, Peter A.Book Chapter HBS-3947BC-EPolitical extremists of all persuasions are often paranoid about the slippery slope, worrying that any tiny concessions they make will lead to complete absolution of their position. Free market enthusiasts would rather have a fat and free citizenry, for instance, than consider perceived interventions into personal liberties, even if those interventions are made on behalf of the health of the general public. In this chapter, behavioral scientist a...Starting at €8.20
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Stop the Innovation Wars
Govindarajan, Vijay; Trimble, ChrisArticle HBS-R1007F-ESpecial teams dedicated to innovation initiatives inevitably run into conflict with the rest of the organization. The people responsible for ongoing operations view the innovators as undisciplined upstarts. The innovators dismiss the operations people as bureaucratic dinosaurs. It's natural to separate the two warring groups. But it's also dead wrong, say Tuck Business School's Govindarajan and Trimble. Nearly all innovation initiatives build on ...Starting at €8.20