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133 items were found using the following search criteria
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Quest for Resilience (Spanish version)
Hamel, Gary; Valikangas, LiisaArticle HBS-R0309CStrategyIn less turbulent times, executives had the luxury of assuming that business models were more or less immortal. Companies always had to work to get better, but they seldom had to get different--not at their core, not in their essence. Today, getting different is the imperative. It's the challenge facing Coca-Cola as it struggles to raise its "share of throat" in noncarbonated beverages. It's the task that bedevils McDonald's as it tries to restar...Starting at €8.20
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Quest for Resilience
Hamel, Gary; Valikangas, LiisaArticle HBS-R0309C-EStrategyIn less turbulent times, executives had the luxury of assuming that business models were more or less immortal. Companies always had to work to get better, but they seldom had to get different--not at their core, not in their essence. Today, getting different is the imperative. It's the challenge facing Coca-Cola as it struggles to raise its "share of throat" in noncarbonated beverages. It's the task that bedevils McDonald's as it tries to restar...Starting at €8.20
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Lean Service Machine (Spanish version)
Swank, Cynthia KarenArticle HBS-R0310JService and Operations ManagementJefferson Pilot Financial (JPF), a life insurance and annuities firm, was looking for new ways to grow. Its top managers recognized that JPF needed to differentiate itself in the eyes of its customers, the independent life-insurance advisers who sell and service policies. To establish itself as these advisers' preferred partner, it set out to reduce the turnaround time on policy applications, simplify the submission process, and reduce errors. JP...Starting at €8.20
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Evidence-Based Management (Spanish version)
Pfeffer, Jeffrey; Sutton, Robert I.Article HBS-R0601ELeadership and People ManagementFor the most part, managers looking to cure their organizational ills rely on obsolete knowledge they picked up in school, long-standing but never proven traditions, patterns gleaned from experience, methods they happen to be skilled in applying, and information from vendors. They could learn a thing or two from practitioners of evidence-based medicine, a movement that has taken the medical establishment by storm over the past decade. A growing n...Starting at €8.20
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Set Up to Fail: Economist Paul Ormerod on Strategy and Extinction (Spanish version)
Ormerod, Paul; Morse, GardinerArticle HBS-F0706GStrategyMost organizations bend over backward to avoid failure. They shouldn't, says economist Paul Ormerod. History shows that failure and success are inherently random, so firms should innovate and adapt.Starting at €8.20
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Set Up to Fail: Economist Paul Ormerod on Strategy and Extinction
Ormerod, Paul; Morse, GardinerArticle HBS-F0706G-EStrategyMost organizations bend over backward to avoid failure. They shouldn't, says economist Paul Ormerod. History shows that failure and success are inherently random, so firms should innovate and adapt.Starting at €8.20
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Don't Believe the Hype About Strategy
Pfeffer, JeffreyBook Chapter HBS-2557BC-EIn spite of all the emphasis on strategy at the board and senior executive level, there is little evidence that it really is a source of success. This chapter cautions against focusing too much on the presentation and formulation of strategy rather than the development of adaptive strategy through experimentation and learning from experience.Starting at €8.20
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Forging Management 2.0
Hamel, Gary; Breen, BillBook Chapter HBS-2523BC-EIsolated initiatives and one-time projects are no substitute for a sustained, companywide campaign of breakthrough management innovation. This chapter is designed to help you sketch out a blueprint for making management innovation less of an aberration and more of a systematic capability. This chapter was originally published as chapter 11 of "The Future of Management."Starting at €8.20
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Becoming a Management Innovator
Hamel, Gary; Breen, BillBook Chapter HBS-2520BC-EWhile most companies have been hard at work reinventing their business processes over the last decade, few have devoted a similar degree of energy and imagination to reinventing their management processes. Proving there are exceptions to the rule, this chapter focuses on IBM and Best Buy, organizations that have turned revolutionary management thinking into practice. This chapter was originally published as chapter 10 of "The Future of Management...Starting at €8.20
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Cultivating a Healthy Appetite for Risk
Field, AnneArticle HBS-U0802A-ELeadership and People ManagementSuccessful innovations deliver tremendous value, generating new products, fresh strategies, and better processes. But most managers shy away from the risk taking that innovation necessarily involves. To cultivate a healthy appetite for risk, organizationsStarting at €8.20