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Coca-Cola Company (A): The Rise and Fall of M. Douglas Ivester (Abridged)
Watkins, Michael D.; Knoop, Carin-Isabel; Reavis, CateCaso HBS-808074-EThis is a shortened version of The Coca-Cola Company (A): The Rise and Fall of M. Douglas Ivester, HBS case #9-800-355. It eliminates some background detail and the financial data and exhibits. As with the original case, it chronicles the appointment of Douglas Ivester as CEO of Coca-Cola and the missteps that led to his dismissal.Desde 8,20 €
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How Insider CEOs Succeed
Chastain, Andrew P.; Watkins, Michael D.Artículo HBS-R2002D-ECEOs who are hired from outside the company tend to get far more attention, not to mention support with the transition to their new role, than CEOs promoted from the inside do. Leaders who come from within the firm, it's assumed, already know the organizaDesde 8,20 €
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Avon Products, Inc. (Spanish version)
Tiemann, JonathanCaso HBS-218S05FinanzasAvon Products anunció un cambio tanto en su enfoque de negocios y una reducción de su dividendo en junio de 1988. Para compensar el efecto precio de la acción probable de la reducción de dividendos, Avon anunció al mismo tiempo una oferta de intercambio inusual, en virtud del cual se tardaría hasta 25% de sus acciones comunes a cambio de una acción preferida inusual. El caso describe la historia de Avon de 1979-88. Requiere que los estudiantes pa...Desde 8,20 €
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Leading the Team You Inherit
Watkins, Michael D.Artículo 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...Desde 8,20 €
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Too Many Projects
Hollister, Rose; Watkins, Michael D.Artículo HBS-R1805C-ELiderazgo y Dirección de personasIf "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...Desde 8,20 €