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Innovation Killers: How Financial Tools Destroy Your Capacity to Do New Things
Christensen, Clayton M.; Kaufman, Stephen P.; Shih, WillyArtículo HBS-R0801F-EDirección estratégicaMost 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...Desde 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, WillyArtículo HBS-R0801FDirección estratégicaMost 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...Desde 8,20 €
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Lessons from Toyota's Long Drive: A Conversation with Katsuaki Watanabe
Watanabe, Katsuaki; Stewart, Thomas A.; Raman, Anand P.Artículo HBS-R0707E-ELiderazgo y Dirección de personasLast December the Toyota Motor Corporation officially forecast that it would sell 9.34 million cars in 2007--which could make it the world's largest automaker. However, rapid growth and globalization have created many pressures for the company, and the strain of success is already beginning to show. Two HBR editors interviewed Toyota's president, Katsuaki Watanabe, and several top executives to learn about the strategies they're developing to cop...Desde 8,20 €
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Lecciones de largo recorrido de Toyota
Watanabe, Katsuaki; Stewart, Thomas A.; Raman, Anand P.Artículo HBS-R0707ELiderazgo y Dirección de personasEn diciembre pasado, el Toyota Motor Corporation pronostica oficialmente que venderá 9,34 millones de coches en 2007 - lo que podría hacer la mayor automotriz del mundo. Sin embargo, el rápido crecimiento y la globalización han creado muchas presiones para la empresa, y la cepa del éxito ya está empezando a mostrar. Dos editores de HBR entrevistaron presidente de Toyota, Katsuaki Watanabe, y varios ejecutivos de alto nivel para aprender acerca de...Desde 8,20 €
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Finding a Higher Gear
Mahindra, Anand G.; Stewart, Thomas A.; Raman, Anand P.Artículo HBS-R0807F-EDirección estratégicaThe Mahindra & Mahindra Group, one of India's best-known business houses, is trying to become bigger, more global, and more innovative-all at the same time. In India's post-economic-reforms gold rush, the group, whose 2007 sales were $6.6 billion, has invested in a slew of unrelated businesses, from aircraft manufacture to film production. The flagship tractor and SUV businesses are readying to make big bets in, respectively, the Chinese and U.S....Desde 8,20 €
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La Entrevista HBR: Acelerando el paso
Mahindra, Anand G.; Stewart, Thomas A.; Raman, Anand P.Artículo HBS-R0807FDirección estratégicaEl Mahindra & Mahindra Group, una de las casas comerciales más conocidos de la India, está tratando de ser más grande, más global y más innovadora, todo al mismo tiempo. En post-económicos-reformas fiebre del oro de la India, el grupo, cuyas ventas fueron 2.007 $ 6.6 mil millones, ha invertido en una gran cantidad de negocios no relacionados, desde la fabricación de aviones para la producción de películas. El tractor insignia y las empresas de SU...Desde 8,20 €
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Reinventing Your Business Model (Spanish version)
Johnson, Mark W.; Christensen, Clayton M.; Kagermann, HenningArtículo HBS-R0812CDirección estratégicaThey fulfill a job to be done in a dramatically better way (as P&G did with its Swiffer mops), solve a problem that's never been solved before (as Apple did with its iPod and iTunes electronic entertainment delivery system), or serve an entirely unaddressed customer base (as Tata Motors is doing with its Nano - the $2,500 car aimed at Indian families who can't afford any other type of car and usually use motorcycles to get around). Doing so does...Desde 8,20 €
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Reinventing Your Business Model
Johnson, Mark W.; Christensen, Clayton M.; Kagermann, HenningArtículo HBS-R0812C-EDirección estratégicaThey fulfill a job to be done in a dramatically better way (as P&G did with its Swiffer mops), solve a problem that's never been solved before (as Apple did with its iPod and iTunes electronic entertainment delivery system), or serve an entirely unaddressed customer base (as Tata Motors is doing with its Nano - the $2,500 car aimed at Indian families who can't afford any other type of car and usually use motorcycles to get around). Doing so does...Desde 8,20 €
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The Innovator's DNA
Dyer, Jeffrey H.; Gregersen, Hal B.; Christensen, Clayton M.Artículo HBS-R0912E-E"How do I find innovative people for my organization? And how can I become more innovative myself?" These are questions that stump most senior executives, who know that the ability to innovate is the "secret sauce" of business success. Perhaps for this reason most of us stand in awe of the work of visionary entrepreneurs such as Apple's Steve Jobs, Amazon's Jeff Bezos, eBay's Pierre Omidyar, and P&G's A.G. Lafley. How do these individuals come ...Desde 8,20 €