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Rob Parson at Morgan Stanley (B) (Spanish version)
Burton, M. DianeCase HBS-403S27Leadership and People ManagementTeach this case online with new suggestions added to the Teaching Note. Supplements the (A) case.Starting at €5.74
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Rob Parson at Morgan Stanley (D) (Spanish version)
Burton, M. DianeCase HBS-403S29Leadership and People ManagementTeach this case online with new suggestions added to the Teaching Note. Supplements the (C) case.Starting at €5.74
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Rob Parson at Morgan Stanley (A) (Spanish version)
Burton, M. DianeCase HBS-402S01Leadership and People ManagementTeach this case online with new suggestions added to the Teaching Note. Rob Parson was a star producer in Morgan Stanley's Capital Markets division. He had been recruited from a competitor the prior year and had generated substantial revenues since joining the firm. Unfortunately, Parson's reviews from the 360-degree performance evaluation process revealed that he was having difficulty adapting to the firm's culture. His manager, Paul Nasr, faces...Starting at €8.20
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Firmwide 360-degree Performance Evaluation Process at Morgan Stanley (Spanish version)
Burton, M. DianeCase HBS-402S04Leadership and People ManagementDescribes Morgan Stanley's firmwide, 360-degree performance evaluation process. Evaluation forms are included as exhibits.Starting at €8.20
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Rob Parson en Morgan Stanley (C) (Versión Abreviada)
Burton, M. DianeCase HBS-405S09Leadership and People ManagementUn año después de que el manager de Rob Parson decidió posponer la promoción de Parson, nuevo gerente de Parson Gary Stuart se enfrenta a la decisión de la promoción de nuevo. Stuart considera si los esfuerzos Parson había hecho eran suficientes.Starting at €5.74
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Jerry Sanders (Spanish version)
Burton, M. Diane; Lawrence, KatherineCase HBS-410S20Leadership and People ManagementIn 1997, Jay Sanders sold his 10-month-old medical device start-up company for more than $33 million. Looking to the future, he wondered if this was a success he could transform into a medical device brokerage business. As he reviewed his career history and the development of his start-up, Sanders was betting that he could replicate his success.Starting at €8.20
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Laboratorios Pilgrim Drug
Burton, M. Diane; Bradach, Jeffrey L.Case HBS-404S07Leadership and People ManagementDavid Thomas toma su primera asignación y gestión de ventas se enfrenta a una revuelta representante de ventas a causa de una posible reorganización territorio. Además, su división de ventas está funcionando muy por debajo de la media nacional. Reescrito versión de un caso anterior.Starting at €8.20
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Becoming a "One-Firm Firm" (Spanish version)
Burton, M. Diane; Lawrence, Katherine; DeLong, Thomas J.Case HBS-405S06Leadership and People ManagementJohn Mack, the newly appointed president of Morgan Stanley, feels strongly that the firm needs to change in order to compete in a changing investment banking environment. Mack and his senior team undertake initiatives in order to transform the culture and working style of the firm from individualistic to team-oriented. The case provides detailed information about Morgan Stanley's existing culture and systems as well as the kinds of changes that i...Starting at €8.20
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Leaders Drive Initiatives: How to Accelerate Strategic Execution Through Active Support and Coaching
Davis, Jocelyn R.; Frechette, Henry M.; Boswell, Edwin H.Book Chapter HBS-6018BC-ESuccess in business is all about creating the most value faster than the competition. Yet research shows that only 30% of strategic initiatives fully succeed on time, even with streamlined processes in place, detailed metrics to chart the course, and plenty of resources on hand to get the job done. How can you improve the odds? The authors-all executives at The Forum, a global consulting firm-argue that three often overlooked "people factors" are...Starting at €8.20
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Leaders Affirm Strategies: How Clearly Communicating Your Strategy Speeds Execution of Large-Scale Initiatives
Davis, Jocelyn R.; Frechette, Henry M.; Boswell, Edwin H.Book Chapter HBS-6012BC-ESuccess in business is all about creating the most value faster than the competition. Yet research shows that only 30% of strategic initiatives fully succeed on time, even with streamlined processes in place, detailed metrics to chart the course, and plenty of resources on hand to get the job done. Why? Because an exclusive focus on pace and process often leads to superficial results: lots of activity, but little forward motion. In this chapter, ...Starting at €8.20