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Defining Moments: Leading When You're Being Followed
Detert, James R.; Black, Christina; Sachan, NikitaCase DARDEN-OB-1385-ELeadership and People ManagementThis case set follows Alex Stewart, who has built and runs a green energy development firm in the United States. After finding success finding and using underutilized rooftops to erect solar panels and wind turbines in major US cities where the existing power grid couldn’t meet growing demand, Stewart is now looking for similar opportunities in Europe having spent the last two years doing research, forming the necessary networks and partnerships,...Starting at €8.20
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Defining Moments: Leading When You're Being Followed - Teaching note
Detert, James R.; Black, Christina; Sachan, NikitaTeaching Note DARDEN-OB-1385TN-ELeadership and People ManagementTeaching note for product OB-1385Starting at €0.00
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Defining Moments: Leading When You're Being Followed (B)
Detert, James R.; Black, Christina; Sachan, NikitaCase DARDEN-OB-1394-ELeadership and People ManagementThis case set follows Alex Stewart, who has built and runs a green energy development firm in the United States. After finding success finding and using underutilized rooftops to erect solar panels and wind turbines in major US cities where the existing power grid couldn’t meet growing demand, Stewart is now looking for similar opportunities in Europe having spent the last two years doing research, forming the necessary networks and partnerships,...Starting at €5.74
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Umbrella of Protection: Health, Disability, and Life Insurance
Fairchild, Gregory B.; Fairchild, Tierney; Black, Christina; Jones, Liz Ivaniw; ; Maiden, Stephen E.Case DARDEN-F-1873-EFinanceMatthew Andrews and Elizabeth (Liz) Graham had recently graduated college and planned to get married soon. They had both accepted jobs in Washington, DC, and would be moving to Gainesville, Virginia. Matthew would be working as a software engineer with both medical and life insurance, and Liz was taking a job as an advertising agent with no benefits. Until they started their jobs, neither Matthew nor Liz had health insurance. This was a source of...Starting at €8.20
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How Cash Connects With Everything Else: Understanding a Cash Flow Statement
Berman, Karen; Knight, JoeBook Chapter HBS-6559BC-EKnowledge and CommunicationYou can calculate a cash flow statement just by looking at the income statement and two balance sheets. The information you'll learn by going through the exercise in this chapter can be invaluable. It will contribute to your understanding of how to be cash flow positive. This chapter is excerpted from "Financial Intelligence for Entrepreneurs: What You Really Need to Know About the Numbers."Starting at €8.20
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Defining Moments: Whom Should We Promote?
Detert, James R.; Black, ChristinaCase DARDEN-OB-1301-ELeadership and People ManagementA senior manager of marketing and sales at a large medical devices firm has convened his team to help him choose a new manager that will be capable of attracting new business and promoting overall revenue growth. The decision has been narrowed down to two, equally qualified candidates: an outgoing and outspoken woman, and a well-liked man. The conversation is going in circles until someone mentions that the woman’s behavior at the office party wa...Starting at €8.20
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Defining Moments: Managing Your Mentor
Detert, James R.; Black, ChristinaCase DARDEN-OB-1278-ELeadership and People ManagementA young, female investment banker has just been unexpectedly promoted to managing director of her group - but she’ll be taking her mentor’s job while he is pushed out over a 10-month stint as a “senior adviser” in their group. This case offers students two decision points and opportunities to practice difficult conversations: first, what should she do, and how, when she first learns of her promotion? Second, what should she do, and how, six month...Starting at €8.20
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Homing In on Cash Conversion
Berman, Karen; Knight, JoeBook Chapter HBS-3842BC-EThe cash conversion cycle, introduced in this chapter, measures how effective a company is at collecting its cash. The cycle can be shortened by the techniques discussed: decreasing days of sales outstanding (DSO), decreasing inventory, and increasing days payable outstanding (DPO). This chapter is excerpted from "Financial Intelligence for Entrepreneurs: What You Really Need to Know About the Numbers."Starting at €8.20
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A Primer on the Art of Finance: For Entrepreneurs
Berman, Karen; Knight, JoeBook Chapter HBS-6545BC-EIf you're like a lot of entrepreneurs, you may be a little mystified by the idea that finance is partly an art. But understanding the "artistic" aspects of finance is key to developing financial intelligence. This chapter examines how financial professionals make estimates and assumptions using accruals and allocations, depreciation, and valuation. This chapter is excerpted from "Financial Intelligence for Entrepreneurs."Starting at €8.20
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Leverage Ratios - The Balancing Act: Financial Leverage for Entreprenuers
Berman, Karen; Knight, JoeBook Chapter HBS-6563BC-EIn a small entrepreneurial company, debt can be a big part of what owners think (and worry) about. This chapter focuses on financial leverage (the extent to which a company's asset base is financed by debt) and two ratios: debt-to-equity, and interest coverage. This chapter is excerpted from "Financial Intelligence for Entrepreneurs: What You Really Need to Know About the Numbers."Starting at €8.20