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Strategy Execution Module 15: Using the Levers of Control to Implement Strategy
Simons, Robert L.Case HBS-117115-EStrategyThis module reading pulls together key concepts and techniques from the Strategy Execution series into an integrated model - the levers of control. The four levers are: (1) belief systems, (2) boundary systems, (3) diagnostic control systems, and (4) interactive control systems. The module discusses how top managers use the levers of control to inspire commitment to the organization's purpose; stake out the territory for experimentation and compe...Starting at €8.20
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Strategy Execution Module 4: Organizing for Performance
Simons, Robert L.Case HBS-117104-EStrategyThis module reading explores the implications of different business models on organization design. After discussing the distinction between units focused on work processes and those devoted to markets, the analysis provides insight as to when to organize businesses by function, geography, products, customers, or expert knowledge. The analysis highlights the difference between operating core units designed for efficiency and market-facing units de...Starting at €8.20
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Strategy Execution Module 11: Using Diagnostic and Interactive Control Systems
Simons, Robert L.Case HBS-117111-EStrategyThis module reading introduces diagnostic and interactive control systems. Diagnostic control systems are the management-by-exception systems that managers use to monitor the achievement of their business strategy. Interactive control systems are the systems that top managers use to focus the organization on strategic uncertainties. Diagnostic control systems and interactive control systems work together to ensure the implementation of today's st...Starting at €8.20
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Strategy Execution Module 7: Designing Asset Allocation Systems
Simons, Robert L.Case HBS-117107-EStrategyThis module reading provides tools and analyses for acquiring and allocating resources. The module begins by reviewing the importance of setting strategic boundaries as a basis for asset acquisitions. Next, a distinction is made between new assets acquired to meet regulatory requirements, those acquired to enhance operational efficiency and/or increase revenue, and assets acquired to enhance competitive effectiveness. Different techniques are req...Starting at €8.20
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Strategy Execution Module 10: Using the Job Design Optimization Tool to Build Effective Organizations
Simons, Robert L.Case HBS-117110-EStrategyThis module reading provides the theory and directions for using the online Job Design Optimization Tool (JDOT) which is available free of charge at hbsp.harvard.edu/jdot. This tool can be used to design, or test the design, of any job in any organization. The module introduces four concepts: span of control, span of accountability, span of influence, and span of support and explains how these variable affect job design. JDOT includes four sequen...Starting at €8.20
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Luotang Power: Variances Explained (Spanish Version)
Simons, Robert L.; Chapman, Craig JCase HBS-914S06Accounting and ControlEl gerente general de Luotang de energía, una planta eléctrica de carbón ubicada en el centro de China, revisa los resultados anuales antes de una reunión con el consejo de administración. Él pensaba que la empresa tuvo un buen desempeño durante el año y tanto la disponibilidad de la planta y la economía de combustible ha mejorado respecto al año anterior. Sin embargo, el buen comportamiento no se muestra en los resultados financieros y tiene que...Starting at €8.20
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J Boats, Inc. (Spanish Version)
Simons, Robert L.Case HBS-109S06Accounting and ControlDurante la evolución de 20 años de una compañía velero empresarial de propiedad familiar, dos fundadores aprovechar su diseño y capacidad de comercialización para construir una de las marcas más reconocidas en la industria de la navegación de recreo. El fundador continuación considera sucesión de la dirección y la necesidad de mejorar los sistemas de planificación y control financieros para capitalizar el valor de marca.Starting at €8.20
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ATH Technologies (A): cumpliendo los objetivos
Simons, Robert L.; Packard, JenniferCase HBS-118S03StrategyUn ejercicio que lleva a los estudiantes a través de cinco etapas de crecimiento empresarial en una puesta en marcha en la industria de dispositivos médicos: 1) fundación, 2) el crecimiento, 3) empuje a la rentabilidad, el proceso de reorientación 4) y 5) toma de control por la nueva administración. En cada etapa, los estudiantes deben hacer frente a las tensiones en el equilibrio de beneficios, el crecimiento y el control. Las dificultades encon...Starting at €8.20
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Siebel Systems: organización para el cliente
Simons, Robert L.; Davila, AntonioCase HBS-105S09Accounting and ControlSiebel Systems es una de las compañías de más rápido crecimiento en Estados Unidos. Tom Siebel, fundador de la compañía, ha organizado el negocio para adaptarse al crecimiento y el enfoque en el cliente. sistemas de tecnología de la información y la rendición de cuentas clara innovadores han demostrado ser esenciales para este nuevo enfoque de diseño de la organización. Por ejemplo, un nuevo empleado debe pasar con éxito una prueba en línea para ...Starting at €8.20
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The Strategy Execution Series, Teaching Note
Simons, Robert L.; Packard, JenniferTeaching Note HBS-117116-EStrategyThis is the teaching note for the fifteen module Strategy Execution series. New management tools and techniques are needed to implement strategy in the 21st century. Rapid innovation, entrepreneurial competitors, and increasingly demanding customers have radically altered competitive dynamics. While many experts have explored strategy design, little has been written on the execution of strategy. These modules do just that, using concepts and tech...Starting at €0.00