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Run Experiments: Leading Adaptive Change with an Experimental Mindset
Heifetz, Ronald; Grashow, Alexander; Linsky, MartyBook Chapter HBS-3294BC-ELeadership and People ManagementLeadership is an improvisational art. Everything you do in leading adaptive change is an experiment. Many people, however, fail to see it that way, feeling and succumbing to the enormous pressure to produce certain results from their actions. Framing everything as an experiment offers you more room to try new strategies, to ask questions, to discover what's essential, what's expendable, and what innovation can work. This chapter will help you ado...Starting at €8.20
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Tencent
Wells, John R.; Ellsworth, GabrielCase HBS-718426-EStrategyTencent had undergone many transformations since it was founded in 1998 as a simple messaging service. In 2017, it was the largest online games provider in China with a wide range of game types, China's largest social networking service provider with several of the largest social networking applications in the world, and China's favorite Internet portal. It was challenging Alibaba's Alipay as the leader in online payments systems, and it had esta...Starting at €8.20
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Leadership in a (Permanent) Crisis
Heifetz, Ronald; Grashow, Alexander; Linsky, MartyArticle HBS-R0907F-ELeadership and People ManagementThe current economic crisis is not just another rough spell. Today's mix of urgency, high stakes, and uncertainty will continue even after the recession ends. The immediate crisis - which we will get through with policy makers' expert technical adjustments - sets the stage for a sustained, or even permanent, crisis, a relentless series of challenges no one has encountered before. Instead of hunkering down and relying on their familiar expertise t...Starting at €8.20
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Amazon.com, 2016, Teaching Note
Wells, John R.; Ellsworth, GabrielTeaching Note HBS-718441-EStrategyTeaching Note for HBS No. 716402.Starting at €0.00
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Tencent, Teaching Note
Wells, John R.; Ellsworth, GabrielTeaching Note HBS-718457-EStrategyTeaching Note for HBS No. 718426.Starting at €0.00
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Leadership in a (Permanent) Crisis (Spanish version)
Heifetz, Ronald; Grashow, Alexander; Linsky, MartyArticle HBS-R0907FLeadership and People ManagementThe current economic crisis is not just another rough spell. Today's mix of urgency, high stakes, and uncertainty will continue even after the recession ends. The immediate crisis - which we will get through with policy makers' expert technical adjustments - sets the stage for a sustained, or even permanent, crisis, a relentless series of challenges no one has encountered before. Instead of hunkering down and relying on their familiar expertise t...Starting at €8.20
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IC Group A/S
Wells, John R.; Ellsworth, GabrielCase HBS-716446-EStrategyIC Group owned several of Scandinavia's leading premium fashion brands. How should it respond to the decline of its primary wholesale distribution channels (independent fashion boutiques and department stores)? Should it open more physical stores or focus on e-commerce? Where should the Group focus its international expansion? How could it best leverage its operating platform to drive the profitability of its brands? Should it acquire existing br...Starting at €8.20
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Reinventing Best Buy, Teaching Note
Wells, John R.; Ellsworth, GabrielTeaching Note HBS-718442-EStrategyTeaching Note for HBS No. 716455.Starting at €0.00
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Clear Channel (A): The Rise, 1972-2003
Wells, John R.; Ellsworth, GabrielCase HBS-717476-EStrategyAt the end of 2003, Clear Channel Communications, Inc., a diversified media group with revenues of $8.9 billion, could claim leadership positions in all three of its main businesses. Clear Channel Broadcasting was the largest radio-station operator in the world, with sales of $3.7 billion and EBITDA of $1.6 billion. Clear Channel Outdoor was the largest outdoor advertiser in the world, with revenues of $2.2 billion generating EBITDA of $581 milli...Starting at €8.20
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Hennes & Mauritz, 2000
Wells, John R.; Danskin, GalenCase HBS-713509-EStrategyIn 2000, Hennes & Mauritz (H&M) was the second-largest and most global player in the fashion retail business. It operated 682 stores, 80% of them outside its home country of Sweden, and achieved revenues of $3.0 billion and operating profits of $375 million. In 1999, when H&M announced plans to enter the U.S., sales had grown 20% per year and operating profits, 30%, for a decade. After the August announcement of U.S. expansion plans, its share pr...Starting at €8.20