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Inappropriate Self-Interest: A Beguiling and Unconscious Influence on Decision Making
Finkelstein, Sydney; Whitehead, Jo; Campbell, AndrewCapítulo de Libro HBS-3611BC-EThe demise of Enron stands out as an iconic story of self-interest and its corrosive effect on decision making. This story of corruption, however, is extreme, and we might be tempted to think that self-interest is a rare influence on decision making, limited to a few dishonest or misguided people. Not true. In fact, the impact of self-interest is much more pervasive. It can affect the decisions of the most thoughtful and upstanding leaders. It ca...Desde 8,20 €
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How BMW Is Defusing the Demographic Time Bomb
Loch, Christoph H.; Sting, Fabian J.; Bauer, Nikolaus; Mauermann, HelmutArtículo HBS-R1003H-EServicios y operacionesIn June 2007, Nikolaus Bauer, the head of BMW's 2,500-employee power train plant in Dingolfing, Lower Bavaria, asked two of his production line managers, "How are we going to maintain our productivity as the workforce gets older and older?" BMW is not the only company with this concern. Corporate leaders, politicians, and labor economists in most developed nations are worried about the consequences of demographic change in their labor markets, wh...Desde 8,20 €
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Cómo BMW está desactivando la bomba de tiempo demográfica
Loch, Christoph H.; Sting, Fabian J.; Bauer, Nikolaus; Mauermann, HelmutArtículo HBS-R1003HServicios y operacionesEn junio de 2007, Nikolaus Bauer, el jefe de planta de trenes motrices de BMW de 2.500 empleados en Dingolfing, Baja Baviera, pidió a dos de sus gerentes de línea de producción, "¿Cómo vamos a mantener nuestra productividad como la mano de obra se hace mayor y más viejo?" BMW no es la única compañía con esta preocupación. Los líderes empresariales, políticos y economistas del trabajo en la mayoría de los países desarrollados están preocupados por...Desde 8,20 €
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Why Good Leaders Make Bad Decisions (Spanish version)
Campbell, Andrew; Whitehead, Jo; Finkelstein, SydneyArtículo HBS-R0902DLiderazgo y Dirección de personasinject fresh experience or analysis, introduce further debate and more challenges to their thinking, and impose stronger governance. Rather than rely on the wisdom of experienced chairmen, the humility of CEOs, or the standard organizational checks and balances, the authors urge, everyone involved in important decisions should explicitly consider whether red flags exist and, if they do, lobby for appropriate safeguards.Desde 8,20 €