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202 items were found using the following search criteria
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The Big Easy, Not So Easy: The Letter
Retsinas, Nicolas P.; Creo, BenCase HBS-208125-EFinanceA short, supplemental case to "The Big Easy, Not So Easy" (208068). Doris Koo must respond to new challenges at Lafitte in New Orleans.Starting at €8.20
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The Big Easy, Not So Easy
Retsinas, Nicolas P.; Segel, Arthur I; Creo, BenCase HBS-208068-EFinanceEnterprise Community Partners must determine whether to rebuild the Lafitte housing projects in hurricane-ravaged New Orleans, and if so, how to mitigate the risks. Set in January 2007, more than a year after Hurricane Katrina made landfall, the case examines how Enterprise has a number of environmental, contractual, reputational, and legal risks to overcome in making the project a success. Given these risks, Enterprise is unsure whether to rebui...Starting at €8.20
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Phase 2: Envisioning the Future--Rapid Transformation
Tabrizi, BehnamBook Chapter HBS-8199BC-ELeadership and People ManagementOnce rapid response teams have identified the major pain points for the organization, it is time for the teams to shift their focus and start looking at solutions for these problems. This chapter lays out this part of the transformation process, looking at how teams work to identify various alternatives for treatment and remedy. This chapter is excerpted from "Rapid Transformation: A 90-Day Plan for Fast and Effective Change."Starting at €8.20
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Phase 1: Diagnosing the Patient--Rapid Transformation
Tabrizi, BehnamBook Chapter HBS-8197BC-ELeadership and People ManagementDiagnosis of an organization's underlying issues is the most important phase in the transformation process. This chapter outlines the process and methodology for a successful diagnosis, providing rapid response teams with tools and examples of key areas to analyze. This chapter is excerpted from "Rapid Transformation: A 90-Day Plan for Fast and Effective Change."Starting at €8.20
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Phase 3: Paving the Road--Rapid Transformation
Tabrizi, BehnamBook Chapter HBS-8201BC-ELeadership and People ManagementIn the final planning stage of a transformation effort, rapid response teams must plant the seeds and pave the road for a successful implementation. This chapter discusses how these teams, who have diagnosed the organization's major pain points and generated creative solutions, must now develop a transformation implementation plan. This chapter is excerpted from "Rapid Transformation: A 90-Day Plan for Fast and Effective Change."Starting at €8.20
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Cross-Functional Rapid Response Teams: Harnessing the Power--Rapid Transformation
Tabrizi, BehnamBook Chapter HBS-8195BC-ELeadership and People ManagementCross-functional rapid response teams are often considered the heart of the transformation effort. This chapter introduces the concept of these teams and explains their crucial role in the overall transformation effort, highlighting some important advantages to implementing rapid response teams. This chapter is excerpted from "Rapid Transformation: A 90-Day Plan for Fast and Effective Change."Starting at €8.20
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Pretransformation: Planting the Seeds
Tabrizi, BehnamBook Chapter HBS-8193BC-ELeadership and People ManagementPretransformation is the first stage of a transformation effort and holds special importance in setting the tone for the effort. This chapter examines the general steps you must take to plant the seeds for a successful transformation effort, from how to select a transformation leader to how to gain buy-in and momentum. This chapter is excerpted from "Rapid Transformation: A 90-Day Plan for Fast and Effective Change."Starting at €8.20
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Transformation Implementation: Execution
Tabrizi, BehnamBook Chapter HBS-8203BC-ELeadership and People ManagementOn completion of a 90 days transformation planning effort, the company stands ready to embark on the most critical phase of the process: the execution phase. This chapter highlights several best practices for transformation implementation and describes some of the more common barriers to implementation. This chapter is excerpted from "Rapid Transformation: A 90-Day Plan for Fast and Effective Change."Starting at €8.20
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Hrad Technika (Spanish version)
Upton, David M.; Staats, Bradley R.Case HBS-610S01StrategyExamines a struggling IT outsourcing project from the perspective of the IT services provider--Hrad Technika. When used in conjunction with Tegan c.c.c. (9-609-038), it provides an opportunity to see both sides of the issue. When Hrad enters into a contract to create a new accounts payable system for Welsh toy distributor, Tegan, the outsourcing firm from the Czech Republic views the project as another step in its progression towards delivering h...Starting at €8.20
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Tegan c.c.c. (Spanish version)
Upton, David M.; Staats, Bradley R.Case HBS-610S02StrategyExamines a struggling IT outsourcing project from the perspective of the customer--Tegan. It should be used in conjunction with Hrad Technika (9-609-039), which illustrates the supplier's point of view. When Tegan, a Welsh toy distributor, outsources the development of a new accounts payable system to Hrad Technika, a growing outsourcing firm from the Czech Republic, Tegan believes they are getting a problem off their hands. Unfortunately the pro...Starting at €8.20