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Samsung: ¿hasta dónde arriesgar en innovación?
IESE InsightArticle ART-2597Innovation and Change, Leadership and People ManagementHace unos años Samsung decidió cambiar de estrategia y dejar de seguir a la competencia. Pero es más fácil decidirlo que hacerlo, como comprobó su equipo europeo de innovación en el desarrollo de tres nuevos productos. Henrik Werdelin, socio director de Prehype, Michael Boneham, director de Boneham Consulting y expresidente de Ford India, e Ignacio Aso, del área de desarrollo de negocio en Unify, aportan su punto de vista.Starting at €8.20
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Luces, cámara, ¡colaboración!
IESE InsightArticle ART-2155Innovation and ChangeAunque Hollywood se lleva la fama, India produce casi el doble de películas y atrae a más espectadores. Sus grandes éxitos de taquilla son fruto de la colaboración de amplios equipos creativos. Para el actor indio Rahul Ravindran, trabajar en estos equipos exige don de gentes, capacidad para adaptarse al director y, en su caso, claro, aprenderse bien las coreografías.Starting at €8.20
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Lights, Camera, Collaboration!
IESE InsightArticle ART-2155-EInnovation and ChangeIndian actor Rahul Ravindran finds that working in creative teams requires a certain amount of interpersonal intuition and the ability to adapt to contrasting styles of direction. And thats before we even begin talking about mastering the dance steps.Starting at €8.20
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Samsung: How Much Innovation Risk to Take?
IESE InsightArticle ART-2597-EInnovation and ChangeHenrik Werdelin (Prehype), Michael Boneham (Boneham Consulting, Ford India) and Ignacio Aso (Unify née Siemens Enterprise Communications) propose how to overcome the barriers that new ideas run up against inside large organizations, based on the case of Samsung's European Product Innovation Team trying to bring three new products to market.Starting at €8.20
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Diving Into the New Innovation Landscape
De Meyer, ArnoudArticle ART-2009-EInnovation and ChangeToday when the business world asks where the next innovative product or process will come from, many people start looking East. Based on decades of interaction and interviews with privileged observers in Asia, the author starts by discussing four innovation trends that have been heavily influenced by the growing capabilities in the emerging economies of China, India and Southeast Asia. The sources of innovation have become much more dispersed, th...Starting at €8.20
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La era de la innovación <i>made in</i> Asia
De Meyer, ArnoudArticle ART-2009Innovation and Change¿De dónde saldrá la próxima innovación de producto o proceso? El mundo de los negocios empieza a tenerlo claro: de Asia. El autor, que desde hace muchos años entrevista a observadores privilegiados de la región, expone cuatro tendencias de la innovación marcadas por las crecientes capacidades de China, India y las economías emergentes del sudeste asiático. Las fuentes de innovación están mucho más dispersas, el lead user (usuario avanzado)...Starting at €8.20
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IESE Insight. Issue 10. Third Quarter 2011
IESE InsightMagazine REV-10-EEconomics, Finance, Innovation and Change, Knowledge and Communication, Leadership and People Management, Marketing, Service and Operations Management, StrategyMauro F. Guillén and Esteban García-Canal highlight what managers of traditional, established MNCs can learn from their emerging market counterparts. Arnoud De Meyer considers the global innovation trends that have been heavily influenced by China, India and Southeast Asia. Francesc Prior and Javier Santomá take lessons from the banking sector to help all companies adapt their offer to the customers and circumstances of low-income segments. Alici...Starting at €22.00
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The Greek Crisis: Tragedy or Opportunity, Teaching Note
Roscini, DanteTeaching Note HBS-712036-EEconomicsTeaching Note for 711-088.Starting at €0.00
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Persephone's Pomegranate Credit Agricole and Emporiki
Roscini, Dante; Beyersdorfer, Daniela; Lenhardt, JeromeCase HBS-713055-EEconomicsIn 2006 the French bank Cr dit Agricole bought the Greek Emporiki bank, for 2.8 billion, at the peak of a bull market for bank takeovers. Six years, a major financial crisis, and 5.2 billion of losses later, in a context of great uncertainty in the European banking sector, what decision should Cr dit Agricole take regarding Emporiki? Through the example of this European cross-border acquisition the case looks at the Greek banking system befo...Starting at €8.20
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Greece's Debt: Sustainable
Serafeim, GeorgeCase HBS-115063-EAccounting and ControlThe case "Greece's Debt: Sustainable?" describes the Greek economic crisis, bailout from the European Union and the International Monetary Fund (IMF), and the debt restructuring that followed. Because of a lack of trust in Greece's ability to repay its debt, two programs were organized that provided financial assistance to Greece. This was followed by a debt restructuring that provided debt relief to Greece through a combination of lowering inter...Starting at €8.20