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Innovation Killers: How Financial Tools Destroy Your Capacity to Do New Things
Christensen, Clayton M.; Kaufman, Stephen P.; Shih, WillyArticle HBS-R0801F-EStrategyMost companies aren't half as innovative as their senior executives want them to be (or as their marketing claims suggest they are). What's stifling innovation? There are plenty of usual suspects, but the authors finger three financial tools as key accomplices. Discounted cash flow and net present value, as commonly used, underestimate the real returns and benefits of proceeding with an investment. Most executives compare the cash flows from inno...Starting at €8.20
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How Financial Tools Destroy Your Capacity to Do New Things (Spanish version)
Christensen, Clayton M.; Kaufman, Stephen P.; Shih, WillyArticle HBS-R0801FStrategyMost companies aren't half as innovative as their senior executives want them to be (or as their marketing claims suggest they are). What's stifling innovation? There are plenty of usual suspects, but the authors finger three financial tools as key accomplices. Discounted cash flow and net present value, as commonly used, underestimate the real returns and benefits of proceeding with an investment. Most executives compare the cash flows from inno...Starting at €8.20
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Zhejiang Geely Holding Group: Acquisition of Volvo Cars and Volvo Cars: Acquisition by Geely, Teaching Plan
Shih, WillyTeaching Note HBS-620072-EStrategyThis teaching plan is for the two cases 619-041 which describes Geely's acquisition of Volvo Cars, and 619-042 which describes Volvo Cars' acquisition by Geely. The case is designed to illustrate the different sides of an M&A transaction and the organizational culture implications that managers might like to consider.Starting at €0.00