Esta web utiliza cookies técnicas, de personalización y de análisis, propias y de terceros, para anónimamente facilitarle la navegación y analizar estadísticas del uso de la web. Obtener más información
Resultados de búsqueda
-
El caso HBR: el lado oscuro del an lisis del consumidor
Davenport, Thomas H.; Harris, Jeanne G.; Jones, George L.; Lemon, Katherine N.; Norton, David P.; McCallister, Michael B.Artículo HBS-R0705ADirección estratégicaSalud aseguradora IFA y ShopSense cadena de supermercados han formado una asociación interesante, pero amenaza con la tolerancia de las pruebas de los clientes para compartir información personal. Durante años, el gerente regional de IFA para las operaciones de la Costa Oeste, Laura Brickman, había estado defendiendo el uso de análisis de clientes - sacar conclusiones acerca de los comportamientos de los consumidores sobre la base de patrones que...Desde 8,20 €
-
Cómo usar el balanced scorecard para gestionar alianzas
Kaplan, Robert S.; Norton, David P.; Rugelsjoen, BjarneArtículo HBS-R1001JDirección estratégicaLa mitad de todas las empresas conjuntas son un fracaso. Eso es preocupante, dado que las asociaciones y alianzas son fundamentales para los modelos de negocio de muchas empresas. Las razones no son misteriosos: los socios tienen estrategias divergentes; los objetivos establecidos para la empresa son ambiguos; acuerdos de asociación vuelven rápidamente obsoletos; y los mandos medios no tienen principios estratégicos claros para trabajar. Los prob...Desde 8,20 €
-
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 €
-
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 €
-
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 €
-
Introduction: Linking Strategy to Operations for Competitive Advantage
Kaplan, Robert S.; Norton, David P.Capítulo de Libro HBS-7678BC-EDirección estratégicaIn spite of increased adoption of strategy execution systems in recent years, strategy development and the links between strategy and operations remain ad hoc, varied, and fragmented. Having a comprehensive and integrated management system-with the Balanced Scorecard at its core-can help companies overcome the difficulties and frustration that most of them experience when attempting to implement their strategies. This chapter is excerpted from "...Desde 8,20 €
-
Strategic Initiatives: Launching the Strategy into Motion
Kaplan, Robert S.; Norton, David P.Capítulo de Libro HBS-7687BC-EDirección estratégicaStrategic initiatives are the collections of short-term discretionary projects and programs, outside the organization's day-to-day operational activities, that are designed to help the organization achieve its targeted performance. They also help accelerate an organizational mass into action and overcome inertia and resistance to change. This chapter discusses three processes involved in managing a portfolio of strategic initiatives: selecting in...Desde 8,20 €
-
Mastering the Management System
Kaplan, Robert S.; Norton, David P.Artículo HBS-R0801D-EDirección estratégicaCompanies have always found it hard to balance pressing operational concerns with long-term strategic priorities. The tension is critical: World-class processes won't lead to success without the right strategic direction, and the best strategy in the world will get nowhere without strong operations to execute it. In this article, Kaplan, of Harvard Business School, and Norton, founder and director of the Palladium Group, explain how to effectivel...Desde 8,20 €
-
Meetings to Test and Adapt the Strategy
Kaplan, Robert S.; Norton, David P.Capítulo de Libro HBS-7692BC-EDirección estratégicaApart from a company's ability to execute its strategy, it cannot be certain that the assumptions and hypotheses underlying the strategy are valid. A principal benefit of implementing a strategy with a Balanced Scorecard is that a company can use the scorecard data to periodically assess whether its strategic hypotheses are holding up. Strategy testing and adapting meetings are designed for the executive team to learn about the validity of the st...Desde 8,20 €
-
Plan the Strategy: Aligning the Organization for Effective Strategy Execution
Kaplan, Robert S.; Norton, David P.Capítulo de Libro HBS-7686BC-EDirección estratégicaThe process of planning an organization's strategy converts statements of strategic direction into specific objectives, measures, targets, initiatives, and budgets that guide action and align the organization for effective strategy execution. This chapter addresses the translation of the strategy into a strategy map, built around strategic themes, and an associated Balanced Scorecard of measures and targets for each of the map's strategic objecti...Desde 8,20 €