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La Ribera Health Department (A)
Herzlinger, Regina E.; Moloney, Emer; Beyersdorfer, DanielaCaso HBS-315006-EEconomíaWhat Business Model elements enabled La Ribera to achieve this level of value? How can it improve on its 1% profit margin and better align itself with the Six Factors? The hospital hired a consulting firm that presented four new options that could potentially increase returns. Which, if any, best fit with the ten elements of its Business Model? The B case (9-318-134) contains the d nouement for La Ribera.Desde 8,20 €
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Plan Operations: Sales Forecasts, Resource Capacity, and Dynamic Budgets
Kaplan, Robert S.; Norton, David P.Capítulo de Libro HBS-7689BC-EDirección estratégicaThis chapter presents an integrated approach for linking the strategic plan to forecasts for spending on operating and capital resources, which accounts for the vast majority of overall corporate spending. This process ensures that resource capacity, operational plans, and budgets reflect the direction and needs of the strategy. This chapter is excerpted from "Execution Premium: Linking Strategy to Operations for Competitive Advantage."Desde 8,20 €
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Credem: Banking on Cheese
Trichakis, Nikolaos; Tsoukalas, Gerry; Moloney, EmerCaso HBS-615046-EServicios y operacionesCredem, an Italian regional bank, grants loans to Parmigiano-Reggiano producers and holds the cheese as collateral in its own warehouse during the maturation process, essentially replacing part of the operations for the cheese producers and gaining deep operations expertise.Desde 8,20 €
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Sustainability at Siemens, Teaching Plan
Edmondson, Amy C.; Moloney, EmerNota del Instructor HBS-516118-ETeaching plan for case 514026.Desde 0,00 €
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Lagkagehuset: Building a Bakery Chain
Palepu, Krishna G.; Moloney, EmerCaso HBS-115002-EIniciativa emprendedoraA Danish bakery chain that was acquired by a private equity firm in 2008, and has grown from 3 to 31 stores, plans to address reoccurring operational and organizational issues before growing further.Desde 8,20 €
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Ardian: Portfolio Company Governance
Paine, Lynn Sharp; Moloney, Emer; Labruyere, ToniaCaso HBS-318017-ELeaders of the mid cap buyout group at Ardian, the Paris-based private equity firm led by Dominique Senequier, have been asked to review and assess the governance model the firm uses for majority-owned companies in its portfolio. The case describes the governance model and then shows how it has worked in practice at two companies: Italy's orthopedic implant maker Lima Corporate and French chemical company Novacap. For each company, the case descr...Desde 8,20 €
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Germany's Green Energy Revolution
Maurer, Noel; Corsi, Elena; Billaud, Emilie; Moloney, EmerCaso HBS-713049-EEconomíaDesde 8,20 €
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Plan Operations: Align Process Improvement Programs
Kaplan, Robert S.; Norton, David P.Capítulo de Libro HBS-7690BC-EDirección estratégicaPerformance that depends on the power of individual leaders has generally proven unsustainable over the long term. Unless an organization links its strategy to its governance and operational processes, it won't be able to sustain its successes. This chapter discusses the linkage of strategy to process improvements. This chapter is excerpted from "Execution Premium: Linking Strategy to Operations for Competitive Advantage."Desde 8,20 €
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Unconventional Wisdom in a Downturn
Kaplan, Robert S.; Norton, David P.; Friedman, Stewart D.; Krishnamurthy, BV; Erickson, Tamara J.; Stibel, Jeffrey M.; Delgrosso, PeterArtículo HBS-F0812D-EDirección estratégica"What best practice challenges the conventional wisdom about what to do in a downturn?" We put that question to our team of management bloggers at harvardbusiness.org. This article provides an edited selection of their provocative responses.Desde 8,20 €
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Managing Alliances with the Balanced Scorecard
Kaplan, Robert S.; Norton, David P.; Rugelsjoen, BjarneArtículo HBS-R1001J-EDirección estratégicaFully half of all joint ventures are a failure. That's worrying, given that partnerships and alliances are central to many companies' business models. The reasons are not mysterious: the partners have divergent strategies; the goals set for the venture are ambiguous; partnership agreements quickly become obsolete; and middle managers don't have clear strategic principles to work from. The problems can be remedied if companies switch their focus f...Desde 8,20 €