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Gillette Company (E): Procter & Gamble
Kanter, Rosabeth Moss; Bird, MatthewCaso HBS-309033-EAfter arriving in 2001 as the first outsider Chairman and CEO in Gillette history, Jim Kilts had led a remarkable turnaround. But by late 2004 he had to make a difficult decision. To better position the 104-year-old, Boston-based company, he opted to sell it to Cincinnati-based Procter & Gamble. How should Kilts lead the transition?Desde 5,74 €
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Gillette Company (A), (B), (C), (D), and (E), Teaching Note
Kanter, Rosabeth Moss; Bird, MatthewNota del Instructor HBS-312114-ELiderazgo y Dirección de personasTeaching Note for 303032, 303033, 303034, 303035, 309033.Desde 0,00 €
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Piramal e-Swasthya (A): Attempting Big Changes for Small Places - in India and Beyond
Kanter, Rosabeth Moss; Bird, MatthewCaso HBS-310134-EConocimiento y comunicaciónAnand Piramal and his team sought to "democratize healthcare" in India through the development of a new service delivery model. If Henry Ford could build and deliver cars to everyone in the United States, Piramal thought, then why can't India deliver healDesde 8,20 €
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Piramal e-Swasthya (A): Attempting Big Changes for Small Places - in India and Beyond, Teaching Note
Kanter, Rosabeth Moss; Bird, MatthewNota del Instructor HBS-311132-ETeaching Note for 311132.Desde 0,00 €
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End of Management
Hamel, Gary; Breen, BillCapítulo de Libro HBS-2509BC-EGiven how little the practice of management has changed over the past several decades, it's hardly surprising that most people have a hard time imagining how management might be reinvented. In this chapter, the author considers the evolution of modern management and the challenges managers face in the 21st century, calling for a radical reinvention of management in the years to come. This chapter was originally published as chapter 1 of "The Futu...Desde 8,20 €
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Procter & Gamble (B): Turning to Success
Kanter, Rosabeth Moss; Bird, MatthewCaso HBS-308083-ESupplements with the (A) Case.Desde 5,74 €
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Agenda for Management Innovation
Hamel, Gary; Breen, BillCapítulo de Libro HBS-2511BC-EIn this chapter, the author identifies some roadblocks to innovation, and suggests that in order to maximize the chances for precedent-breaking management innovation, managers should devote themselves to a problem that is consequential and inspiring, essential and laudable. This chapter was originally published as chapter 3 of "The Future of Management."Desde 8,20 €
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Forging Management 2.0
Hamel, Gary; Breen, BillCapítulo de Libro HBS-2523BC-EIsolated initiatives and one-time projects are no substitute for a sustained, companywide campaign of breakthrough management innovation. This chapter is designed to help you sketch out a blueprint for making management innovation less of an aberration and more of a systematic capability. This chapter was originally published as chapter 11 of "The Future of Management."Desde 8,20 €
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Quest for Resilience
Hamel, Gary; Valikangas, LiisaArtículo HBS-R0309C-EDirección estratégicaIn less turbulent times, executives had the luxury of assuming that business models were more or less immortal. Companies always had to work to get better, but they seldom had to get different--not at their core, not in their essence. Today, getting different is the imperative. It's the challenge facing Coca-Cola as it struggles to raise its "share of throat" in noncarbonated beverages. It's the task that bedevils McDonald's as it tries to restar...Desde 8,20 €