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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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Integrating Renewable Energy in Argentina, Teaching Plan
Datla, Anjani; Lee, HenryTeaching Note HBS-KS1289-EEconomicsTeaching plan to case KS1288Starting at €0.00
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The Rise of China
Datla, Anjani; Westad, ArneCase HBS-KS1273-EEconomicsThere is little doubt that China will be a significant power in the 21st century. The question is what kind of global actor will it be? This two-part case (presented in a single document) takes a comprehensive look at China's extraordinary rise in economic, military and diplomatic terms, and provides historical perspective on China's relationships with neighboring countries as well as the United States. Part B of the case immerses students in o...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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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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Primary Education in Pakistan: Show Me the Evidence Slides
Khwaja, Asim; Datla, AnjaniCase HBS-HKS792-EEconomicsPowerpoint Slide for HKS772Starting at €8.20
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Corporate Average Fuel Economy Standards 2017-2025 Teaching Plan
Datla, Anjani; Nichols, AlbertTeaching Note HBS-HKS768-EEconomicsTeaching Note for HKS727Starting at €0.00
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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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Sea Change: Rewriting the Rules for Port Security Teaching Note
Datla, Anjani; Donahue, John D.; Moore, MarkTeaching Note HBS-HKS726-EStrategyTeaching Note for HKS692Starting at €0.00