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Libre comercio contra proteccionismo: el gran debate sobre las Leyes de los Cereales
Moss, David A.; Lee, Marian; Brennan, Kevin; Gorin, MattCase HBS-714S18EconomicsExamina el conflicto extendido entre los comerciantes y los proteccionistas libres en Gran Bretaña del siglo XIX. Que culmina con la decisión del primer ministro Robert Peel a finales de 1845 sobre si se debe derogar la ley de maíz, una serie de actos que habían protegido la agricultura británica durante casi 200 años. Con terratenientes e industriales luchando ferozmente sobre los temas, todo el mundo casi de acuerdo en que la decisión sería tra...Starting at €8.20
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Plan Operations: Align Process Improvement Programs
Kaplan, Robert S.; Norton, David P.Book Chapter HBS-7690BC-EStrategyPerformance that depends on the power of individual leaders has generally proven unsustainable over the long term. Unless an organization links its strategy to its governance and operational processes, it won't be able to sustain its successes. This chapter discusses the linkage of strategy to process improvements. This chapter is excerpted from "Execution Premium: Linking Strategy to Operations for Competitive Advantage."Starting at €8.20
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Unconventional Wisdom in a Downturn
Kaplan, Robert S.; Norton, David P.; Friedman, Stewart D.; Krishnamurthy, BV; Erickson, Tamara J.; Stibel, Jeffrey M.; Delgrosso, PeterArticle HBS-F0812D-EStrategy"What best practice challenges the conventional wisdom about what to do in a downturn?" We put that question to our team of management bloggers at harvardbusiness.org. This article provides an edited selection of their provocative responses.Starting at €8.20
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Managing Alliances with the Balanced Scorecard
Kaplan, Robert S.; Norton, David P.; Rugelsjoen, BjarneArticle HBS-R1001J-EStrategyFully half of all joint ventures are a failure. That's worrying, given that partnerships and alliances are central to many companies' business models. The reasons are not mysterious: the partners have divergent strategies; the goals set for the venture are ambiguous; partnership agreements quickly become obsolete; and middle managers don't have clear strategic principles to work from. The problems can be remedied if companies switch their focus f...Starting at €8.20
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The Struggle Over Public Education in Early America
Moss, David A.; Smekar, Amy; Dibella, GregoryCase HBS-713077-EEconomicsStarting at €8.20
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Introduction: Linking Strategy to Operations for Competitive Advantage
Kaplan, Robert S.; Norton, David P.Book Chapter HBS-7678BC-EStrategyIn spite of increased adoption of strategy execution systems in recent years, strategy development and the links between strategy and operations remain ad hoc, varied, and fragmented. Having a comprehensive and integrated management system-with the Balanced Scorecard at its core-can help companies overcome the difficulties and frustration that most of them experience when attempting to implement their strategies. This chapter is excerpted from "...Starting at €8.20
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An Australian Ballot for California
Moss, David A.; Campasano, Marc; Grodzins, DeanCase HBS-716054-EEconomicsIn early 1891, California lawmakers were considering a plan to reform the state's elections through the introduction of an "Australian" ballot. Under this new system, candidates from all qualifying parties would appear on official ballots, which would be printed by county and municipal governments and which voters would ultimately fill out in secret. This would mark a substantial departure from the existing way in which votes were cast in Califor...Starting at €8.20
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Plan the Strategy: Aligning the Organization for Effective Strategy Execution
Kaplan, Robert S.; Norton, David P.Book Chapter HBS-7686BC-EStrategyThe process of planning an organization's strategy converts statements of strategic direction into specific objectives, measures, targets, initiatives, and budgets that guide action and align the organization for effective strategy execution. This chapter addresses the translation of the strategy into a strategy map, built around strategic themes, and an associated Balanced Scorecard of measures and targets for each of the map's strategic objecti...Starting at €8.20
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Strategic Initiatives: Launching the Strategy into Motion
Kaplan, Robert S.; Norton, David P.Book Chapter HBS-7687BC-EStrategyStrategic initiatives are the collections of short-term discretionary projects and programs, outside the organization's day-to-day operational activities, that are designed to help the organization achieve its targeted performance. They also help accelerate an organizational mass into action and overcome inertia and resistance to change. This chapter discusses three processes involved in managing a portfolio of strategic initiatives: selecting in...Starting at €8.20
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Mastering the Management System
Kaplan, Robert S.; Norton, David P.Article HBS-R0801D-EStrategyCompanies have always found it hard to balance pressing operational concerns with long-term strategic priorities. The tension is critical: World-class processes won't lead to success without the right strategic direction, and the best strategy in the world will get nowhere without strong operations to execute it. In this article, Kaplan, of Harvard Business School, and Norton, founder and director of the Palladium Group, explain how to effectivel...Starting at €8.20