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El e-Learning
Sánchez, L.; Munoz-Seca, BeatrizTechnical Note PN-415Service and Operations ManagementEl e-learning se está convirtiendo en un canal más para generar aprendizaje, tanto en el mundo educacional como en el empresarial. Aunque algunos autores consideran que su diseño debe tener en cuenta las características individuales del estilo de aprender del individuo, la mayoría de los programas de e-learning están desarrollados sin considerarlas. Este puede ser uno de los grandes orígenes de sus fracasos. La tecnología facilita un proceso, per...Starting at €8.20
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An Angel Investor with an Agenda (HBR Case Study)
Herzlinger, Regina E.; Munoz-Seca, BeatrizArticle HBS-R1103X-EEntrepreneurshipGloria Londono, the owner of a chain of innovative, holistic day care centers for the elderly in Spain, is offered 3 million euro by Victor Serna, a wealthy physician-investor. In exchange, Serna wants a 25% stake, a board seat, a vote on all strategic decisions, and the ability to liquidate his position in five years, either through a public offering or a sale. His terms are not negotiable; his objectives are not transparent. The money would ena...Starting at €8.20
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An Angel Investor with an Agenda (Commentary for HBR Case Study)
Herzlinger, Regina E.; Munoz-Seca, BeatrizArticle HBS-R1103Z-EEntrepreneurshipGloria Londono, the owner of a chain of innovative, holistic day care centers for the elderly in Spain, is offered 3 million euro by Victor Serna, a wealthy physician-investor. In exchange, Serna wants a 25% stake, a board seat, a vote on all strategic decisions, and the ability to liquidate his position in five years, either through a public offering or a sale. His terms are not negotiable; his objectives are not transparent. The money would ena...Starting at €8.20
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Caso de estudio: Un inversionista ngel con una agenda personal
Herzlinger, Regina E.; Munoz-Seca, BeatrizArticle HBS-R1103MEntrepreneurshipGloria Londoño, el dueño de una cadena de centros de día innovadoras e integrales para las personas mayores en España, se ofrece 3 millones de euros por Victor Serna, un acaudalado médico-inversor. A cambio, Serna quiere una participación del 25%, un puesto en la junta, un voto en todas las decisiones estratégicas, y la posibilidad de liquidar su posición en cinco años, ya sea a través de una oferta pública o una venta. Sus términos no son negoci...Starting at €8.20
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An Angel Investor with an Agenda (HBR Case Study and Commentary)
Herzlinger, Regina E.; Munoz-Seca, BeatrizArticle HBS-R1103M-EEntrepreneurshipGloria Londono, the owner of a chain of innovative, holistic day care centers for the elderly in Spain, is offered 3 million euro by Victor Serna, a wealthy physician-investor. In exchange, Serna wants a 25% stake, a board seat, a vote on all strategic decisions, and the ability to liquidate his position in five years, either through a public offering or a sale. His terms are not negotiable; his objectives are not transparent. The money would ena...Starting at €8.20
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How to Pay for Health Care
Porter, Michael E.; Kaplan, Robert S.Article HBS-R1607G-ELeadership and People ManagementThe United States stands at a crossroads in how to pay for health care. Fee for service, the dominant payment model in the U.S. and many other countries, is now widely recognized as perhaps the single biggest obstacle to improving health care delivery. A battle is currently raging, outside of the public eye, between the advocates of two radically different payment approaches: capitation and bundled payments. The stakes are high, and the outcome w...Starting at €8.20
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Vitalia Franchise
Herzlinger, Regina E.; Munoz-Seca, BeatrizCase HBS-311035-ECathy Hoffmann has rapidly grown her novel facilities for day care therapy for elders with mild cognitive and physical problems. But she needs to decide whether to franchise or own the next expansion.Starting at €8.20
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How to Solve the Cost Crisis in Health Care
Kaplan, Robert S.; Porter, Michael E.Article HBS-R1109B-ELeadership and People ManagementU.S. health care costs currently exceed 17% of GDP and continue to rise. One fundamental reason that providers are unable to reverse the trend is that they don't understand what it costs to deliver patient care or how those costs compare with outcomes. To put it bluntly, few health care providers measure the actual costs for treating a given patient with a given medical condition over a full cycle of care, or compare the costs they incur with the...Starting at €8.20
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How to Solve the Cost Crisis in Health Care (Spanish version)
Kaplan, Robert S.; Porter, Michael E.Article HBS-R1109BLeadership and People ManagementU.S. health care costs currently exceed 17% of GDP and continue to rise. One fundamental reason that providers are unable to reverse the trend is that they don't understand what it costs to deliver patient care or how those costs compare with outcomes. To put it bluntly, few health care providers measure the actual costs for treating a given patient with a given medical condition over a full cycle of care, or compare the costs they incur with the...Starting at €8.20
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Medtronic: Navigating a Shifting Healthcare Landscape
Kaplan, Robert S.; Porter, Michael E.; Feeley, Thomas W; Hernandez, AleeCase HBS-718471-EStrategyMedtronic is adapting its strategy to changes in health care competition and payments. It has decided to develop new relationships with payers, hospitals, and physicians to become more accountable for patient outcomes and total costs. The case describes new forms of partnerships for therapy optimization, management of acute care episodes, and management of chronic care patients.Starting at €8.20