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87 items were found using the following search criteria
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Capitalizing on Capabilities (Spanish version)
Ulrich, Dave; Smallwood, NormArticle HBS-R0406JLeadership and People Managementtalent, speed, shared mind-set and coherent brand identity, accountability, collaboration, learning, leadership, customer connectivity, strategic unity, innovation, and efficiency. Such companies typically excel in only three of these capabilities while maintaining industry parity in the other areas. Organizations that fall below the norm in any of the 11 are likely candidates for dysfunction and competitive disadvantage. To determine how your c...Starting at €8.20
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Managing IT Priorities (Spanish version)
Austin, Robert D.; Ritchie, Warren; Garrett, GreggoryCase HBS-608S12StrategyDescribes the efforts of Volkswagen of America, the U.S. subsidiary of Volkswagen AG, to arrive at a process for setting IT funding priorities so that they align with business priorities and the company's overall strategy. The process is carefully thought out and executed, but still encounters difficulties. Demonstrates the details and difficulties of setting priorities for use of a scarce organizational resource. Provides opportunities to critiq...Starting at €8.20
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What Leaders Really Do (Spanish version)
Kotter, John P.Article HBS-R0111FLeadership and People ManagementLeadership is different from management, but not for the reasons most people think. Leadership isn't mystical and mysterious. It has nothing to do with having charisma or other special personality traits. It's not the province of a chosen few. Nor is leadership necessarily better than management or a replacement for it. Rather, leadership and management are two distinctive and complementary systems of action, argues John Kotter in this article, f...Starting at €8.20
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Regional Strategies for Global Leadership (Spanish version)
Ghemawat, PankajArticle HBS-R0512FStrategyhome base, portfolio, hub, platform, and mandate. Some companies adopt the strategies in sequence, but the most nimble switch from one to another and combine approaches as their markets and businesses evolve. At Toyota, for example, exports from the home base continue to be substantial even as the company builds up an international manufacturing presence. And as Toyota achieves economies of scale and scope with a strong network of hubs, the comp...Starting at €8.20
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Ending the War Between Sales and Marketing (Spanish version)
Kotler, Philip; Rackham, Neil; Krishnaswamy, SujArticle HBS-R0607EMarketingeconomic (a single budget is typically divided between Sales and Marketing, and not always evenly) and cultural (the two functions attract very different types of people who achieve success by spending their time in very different ways). In this article, the authors describe the four types of relationships Sales and Marketing typically exhibit. They provide a diagnostic to help readers assess their companies' level of integration, and they offer...Starting at €8.20
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Five Messages Leaders Must Manage (Spanish version)
Hamm, JohnArticle HBS-R0605GLeadership and People Management45. You have until noon to be annoyed, should that be your reaction. At noon, pizza will be served. At one o'clock, we go to work in our new positions." The most effective leaders ask themselves, "What needs to happen today to get where we want to go? What vague belief or notion can I clarify or debunk?" A CEO who communicates precisely to 10 direct reports, each of whom communicates with equal precision to 40 other employees, aligns the organiza...Starting at €8.20
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Decision to Trust (Spanish version)
Hurley, Robert F.Article HBS-R0609BLeadership and People ManagementHow closely aligned are the interests of the parties concerned? Does the person who is asking to be trusted demonstrate competence? Predictability and integrity? Frequent and honest communication? Sue, a relatively new VP of sales, used the trust model to manage her relationship with Joe, an employee nearing retirement who was not performing well in a new sales role. Fearing for his job, Joe wasn't initially inclined to trust her. Sue took concr...Starting at €8.20
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What to Ask the Person in the Mirror
Kaplan, Robert StevenArticle HBS-R0701H-ELeadership and People ManagementThis article includes a one-page preview that quickly summarizes the key ideas and provides an overview of how the concepts work in practice along with suggestions for further reading. Every leader gets off track from time to time. As leaders rise through the ranks, they have fewer and fewer opportunities for honest and direct feedback. Their bosses are no longer monitoring their actions, and by the time management missteps have a negative impac...Starting at €8.20
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What to Ask the Person in the Mirror (Spanish version)
Kaplan, Robert StevenArticle HBS-R0701HLeadership and People Managementvision and priorities, managing time, feedback, succession planning, evaluation and alignment, leading under pressure, and staying true to yourself. The author sets out a series of questions in each of the areas, illustrating the impact of self-assessment through vivid accounts of real executives. Although the questions sound simple, people are often shocked--even horrified--by their own answers. Executives are aware that they should be focusing...Starting at €8.20
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Overview: Making Innovation Pay
Andrew, James P.; Sirkin, Harold L.; Butman, JohnBook Chapter HBS-2819BC-EStrategyFor almost every company, the greatest challenge of innovation is not a lack of ideas but rather, successfully managing innovation so that it delivers the required payback, or return on the company's investment of money, time, and people. This chapter introduces the concept of payback and summarizes three innovation business models and what it takes to align and lead for payback.Starting at €8.20