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Miracle Life, Inc. (Spanish version)
Cohen, Lauren H.; Malloy, Christopher J.Case HBS-218S08FinanceMilagro La vida es una empresa con una configuración única y la estructura organizativa. En concreto, se trata de una empresa de marketing de red (también conocido como marketing multinivel (MLM) empresa), que utiliza una gran base de distribuidores, y depende de esta base de distribuidores individuales para vender sus productos, dando incentivos explícitos para estos distribuidores individuales a la vez vender sus productos e inscribirse otros d...Starting at €8.20
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Tres claves para tener éxito en su nuevo puesto en el extranjero
Clouse, Mark Alan; Watkins, Michael D.Article HBS-R0910NLeadership and People ManagementUna misión internacional puede ser una de las transiciones más emocionantes y desafiantes que un aspirante a líder puede llevar a cabo. Con la planificación y actitudes bien, teniendo en ese tipo de liderazgo puede estirar capacidades, sobre hipótesis, y dirigir a las personas y las ganancias en una dirección positiva. Pero una asignación de expatriados también puede ser un angustioso viaje. De hecho, si nunca han hecho un movimiento internaciona...Starting at €8.20
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The Power of Alumni Networks
Cohen, Lauren H.; Malloy, Christopher J.Article HBS-F1010D-ELeadership and People ManagementAfter analyzing more than 15 years' worth of investment data, the authors have found one way that information gets around and improves investing performance: through alumni networks.Starting at €8.20
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Help Newly Hired Executives Adapt Quickly
Watkins, Michael D.Article HBS-F0706F-ELeadership and People ManagementOften, executives who are hired from outside a firm fail because they can't fit in with its culture. Here's how to help them avoid missteps.Starting at €8.20
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Wall Street Doesn't Understand Innovation
Malloy, Christopher J.Article HBS-F1212D-EThough innovation is critical to a company's growth, investors don't seem to factor companies' strength or weakness at R&D into decisions to buy stock.Starting at €8.20
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Onboarding Isn't Enough
Byford, Mark; Watkins, Michael D.; Triantogiannis, LenaArticle HBS-R1703D-E"Onboarding" is an apt term for the way many companies support new leaders' transitions, because not much more is involved than bringing the executive safely on deck. After that, he or she is expected to sort things out with little or no guidance. "Integration" suggests a more aspirational goal--doing what it takes to make the new person a fully functioning member of the team as quickly and smoothly as possible. That's not common practice, unfort...Starting at €8.20
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Obama's First 90 Days
Watkins, Michael D.Article HBS-R0906C-ELeadership and People ManagementIn this article, the author of The First 90 Days assesses Barack Obama's attempts to build momentum for change. Creating substantive early wins is critical for transitioning leaders, and Obama's moves to close the U.S. military detention facility at Guantanamo Bay and reverse longstanding policies on stem-cell research have won him broad support. Laying the foundation for longer-term changes is also important, and Obama scores well here in part b...Starting at €8.20
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Too Many Projects
Hollister, Rose; Watkins, Michael D.Article HBS-R1805C-ELeadership and People ManagementIf "the essence of strategy is choosing what not to do," as Michael Porter famously wrote, then the essence of execution is truly not doing it. That may sound simple, but most organizations struggle to kill initiatives, even those that no longer support their strategy. Unaware of the cumulative impact or unwilling to part with pet projects or both, senior leaders pile on more and more, expecting teams to absorb it all. Productivity, engagement, p...Starting at €8.20
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How Managers Become Leaders
Watkins, Michael D.Article HBS-R1206C-EFew managerial transitions are more difficult than making the move from leading a function to leading an entire enterprise for the first time. The scope and complexity of the job increase dramatically, in ways that can leave executives feeling overwhelmed and uncertain. It truly is different at the top. But how, exactly? Career transition expert Michael Watkins set out to explore that question in an extensive series of interviews with leadership ...Starting at €8.20
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Leading the Team You Inherit
Watkins, Michael D.Article HBS-R1606D-EMost leaders don't have the luxury of building their teams from scratch. Instead they're put in charge of an existing group, and they need guidance on the best way to take over and improve performance. Watkins, an expert on transitions, suggests a three-step approach: (1) Assess. Act quickly to size up the personnel you've inherited, systematically gathering data from one-on-one chats, team meetings, and other sources. Reflect, too, on the busine...Starting at €8.20