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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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Wikipedia founder Jimmy Wales on making the most of company wikis (Spanish version)
Wales, Jimmy; Morse, GardinerArticle HBS-F0804GLeadership and People ManagementThe founder of Wikipedia analyzes why wikis are becoming popular tools for sharing knowledge in the workplace. He encourages managers to provide institutional support for these highly practical forums but to be judicious about direct participation.Starting at €8.20
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X Prize CEO Peter Diamandis on jackpots for innovation (Spanish version)
Diamandis, Peter F.; Morse, GardinerArticle HBS-F0811FThe CEO of the X Prize Foundation explains how offering cash jackpots for breakthrough innovations can help solve problems big and small in fields like space exploration, energy, and education.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
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The CEO's Role in Business Model Reinvention
Govindarajan, Vijay; Trimble, ChrisArticle HBS-R1101H-ELeadership and People ManagementMany corporations become too comfortable with their existing business models and neglect the necessary work of radically reinventing them. The authors map out an alternative in their "three boxes" framework. They argue that while a CEO manages the present (box 1), he or she must also selectively forget the past (box 2) in order to create the future (box 3). Infosys chairman N.R. Narayana Murthy mastered the three boxes to reinvigorate his compan...Starting at €8.20
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Retail Isn't Broken. Stores Are
Johnson, Ron; Morse, GardinerArticle HBS-R1112D-EWhen Johnson joined Apple, in 2000, as the senior vice president for retail, conventional wisdom held that a computer maker couldn't sell computers. Johnson promptly tossed out the retailing rule book and built the Apple Store from scratch. "The Apple Store succeeded not because we tweaked the traditional model," Johnson says. "We reimagined everything." Today, Apple stores are the highest performing stores in the history of retailing. In Novembe...Starting at €8.20
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A Reverse-Innovation Playbook
Govindarajan, VijayArticle HBS-R1204J-EStrategyReverse innovation--developing ideas in an emerging market and coaxing them to flow uphill to Western markets--poses immense challenges, because it requires a company to overcome the institutionalized thinking that guides its actions. That's why the experience of the automobile-infotainment division of Harman International is so impressive. The U.S.-based business, known for ultrasophisticated dashboard audiovisual systems designed by German engi...Starting at €8.20