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E Ink in 2008
Yoffie, David B.; Kim, ReneeCase HBS-709443-EStrategyIn the fall of 2008, E Ink had positioned itself as a leader in electronic ink technology thanks to the launch of several eBook devices such as Amazon's Kindle. Yet E Ink still faced the question of how to turn its technology into a profitable business amid competing technologies and financial challenges.Starting at €8.20
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E Ink en 2008
Yoffie, David B.; Kim, ReneeCase HBS-710S16StrategyEn el otoño de 2008, E Ink ha posicionado como un líder en tecnología de tinta electrónica gracias a la puesta en marcha de varios dispositivos de libros electrónicos como el Kindle de Amazon. Sin embargo, E Ink aún se enfrenta a la cuestión de cómo convertir su tecnología en un negocio rentable en medio de tecnologías de la competencia y los retos financieros.Starting at €8.20
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HTC Corp. in 2009 (Spanish Version)
Yoffie, David B.; Kim, ReneeCase HBS-711S12Strategycon sede en Taiwán HTC Corp. había convertido en el cuarto mayor fabricante de teléfonos inteligentes del mundo para el año 2009. CEO Peter Chou era extremadamente orgullosos de los logros notables que su compañía había hecho durante los últimos 12 años desde que comenzando como un fabricante desconocido de PDA para otras empresas. Sin embargo, Chou se enfrentó a varias decisiones con el fin de mover la compañía hacia adelante. La competencia por...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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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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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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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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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