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McCaw Cellular Communications, Inc. (E)
Teisberg, Elizabeth Olmsted; Rossi, SharonCaso HBS-708S41Dirección estratégicaDescribe la decisión de un competidor para instalar equipo de capital mediante la tecnología de conmutación incompatible con McCaw de.Desde 5,74 €
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The Cleveland Clinic: Growth Strategy 2008, Teaching Note
Porter, Michael E.; Teisberg, Elizabeth Olmsted; Daly, Carolyn A.; Baron, Jennifer F.Nota del Instructor HBS-710466-EDirección estratégicaTeaching Note for 709473.Desde 0,00 €
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Cleveland Clinic: Transformation and Growth 2015
Porter, Michael E.; Teisberg, Elizabeth OlmstedCaso HBS-709473-EDirección estratégicaThe Cleveland Clinic's health care services are internationally renowned for quality. In 2008, The Clinic began to restructure the organization into teams defined around patient needs, rather than traditional medical specialties."Patients First! takes shape as the teams measure and report outcomes, coordinate care, and develop to support improving value for patients. In addition to restructuring care delivery in the hospitals and throughout north...Desde 8,20 €
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The Joslin Diabetes Center
Porter, Michael E.; Teisberg, Elizabeth Olmsted; Wallace, ScottCaso HBS-710424-EDirección estratégicaThe Joslin Diabetes Center in Boston, Massachusetts is a leading center for diabetes care, clinician training, and research. The incidence of diabetes is rising precipitously worldwide, challenging quality of life with its complications and rapidly accelerating health care expenditures for employers and governments. The Joslin's multispecialty, team-based care and patient education programs provide opportunities to examine integrated practice uni...Desde 8,20 €
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The Joslin Diabetes Center, Teaching Note
Porter, Michael E.; Teisberg, Elizabeth Olmsted; Wallace, ScottNota del Instructor HBS-710458-EDirección estratégicaTeaching Note for [710424].Desde 0,00 €
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Four Ways to Reinvent Service Delivery
Ramdas, Kamalini; Teisberg, Elizabeth Olmsted; Tucker, Amy L.Artículo HBS-R1212H-EServicios y operacionesInnovations that radically redefine how a service is delivered can create tremendous value for customers and for providers. But they require deep insight into clients' needs and the revising of basic assumptions. It's possible, for example, that a doctor can treat more than one patient at a time. Organizations can redefine service delivery along four dimensions. A change in one may unlock--or block--possibilities for innovation in the others. 1) ...Desde 8,20 €
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Why Do Good Managers Choose Poor Strategies
Teisberg, Elizabeth OlmstedCaso HBS-391172-EDirección estratégicaThe uncertainty and complexity of most business environments make successful management a difficult art. Frequently, bright, experienced, well-educated people manage their companies into strategic distress. Many of these bad results are not simply a matter of bad luck. This note discusses problems caused by cognitive biases and heuristics (ways of thinking about problems) that managers commonly use when analyzing strategy under uncertainty. Shows...Desde 8,20 €
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Congestion in Café 67
Landel, Robert D.; Boes, SeanCaso DARDEN-OM-1550-EServicios y operacionesIn this exercise the manager of Café 67 asks for help dealing with the large queues of students during the Darden school's second coffee (approximately 20 minutes) who all want lunch at the same time.Desde 8,20 €
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Bank Office Simulation Tutorial and Technical Note
Landel, Robert D.; Porter, Christopher; Mexis, GeorgeNota técnica DARDEN-OM-1549-EServicios y operacionesTutorial and tech note combined to introduce students to model building and outputs in AnyLogic.Desde 8,20 €
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Congestion in Café 67: Model Documentation and Guide
Landel, Robert D.; Boes, SeanNota técnica DARDEN-OM-1552-EServicios y operacionesThe purpose of this document is to describe each step in the development of a model for the exercise “Congestion in Café 67.” The system itself is described in Appendix 1. A short and simple description of the model’s objects is included in Appendix 2.Desde 8,20 €