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Nacre (B): una cuesta empinada y arriesgada hacia el éxito: Decisiones y consecuencias
Prats, Mª Julia; Sosna, Marc; Darsch, DaveFocused Case EFC-7Iniciativa emprendedora, Innovación y cambioEste caso B no puede impartirse de manera aislada, pues es una continuación directa del caso "Nacre: cómo convertir una idea de laboratorio en una empresa de alto crecimiento" (A) [EFC-2-E]. En el caso B se describen las decisiones y medidas estratégicas del director general y cómo esta empresa (que tan sólo tenía entre 12 y 15 empleados en aquel momento y subcontrataba los servicios de un gran fabricante) consiguió finalmente cerrar un contrato...Desde 8,20 €
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Being the Boss, with a New Preface: The 3 Imperatives for Becoming a Great Leader, 7. Don't Forget Your Boss
Hill, Linda A.; Lineback, KentCapítulo de Libro HBS-1099BC-EAre you the boss you need to be? You never dreamed being the boss would be so hard. You're caught in a web of conflicting expectations from your subordinates, from those above you, and from your peers and customers. You're not alone. As Harvard Business SDesde 8,20 €
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Nacre (B): a Steep and Risky Climb to Success: Decisions & Consequences
Prats, Mª Julia; Sosna, Marc; Darsch, DaveFocused Case EFC-7-EIniciativa emprendedora, Innovación y cambioThis case B cannot be taught as a stand-alone case, but is a direct continuation of the FocusCase "Nacre: Turning a Lab Idea into a High-Growth Firm (A)" [EFC-2-E]. This case B describes the strategic decisions and actions of the CEO and how eventually, this firm - with only 12-15 employees at that time (plus a large contract manufacturer) - manages to land a US-$30 million deal with the US Marine Corp. Soon after, this company is acquired by a l...Desde 8,20 €
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Coping with the Stresses and Emotions: Becoming a New Manager Isn't Easy
Hill, Linda A.Capítulo de Libro HBS-5599BC-EBy necessity, new managers must work hard on themselves as they adapt to the challenges of managerial work and their new network of relationships. The move to management requires numerous changes: in the way you present yourself, in the way others treat you, and in the way you interact with new sets of people. Stress and other turbulent emotions are inevitable, and learning to deal with stresses and emotions may be as important to your career's s...Desde 8,20 €
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Don't Forget Your Boss: Make the Most of This Critical Relationship-Why Managing Your Boss Is Key to Becoming a Great Boss Yourself
Hill, Linda A.; Lineback, KentCapítulo de Libro HBS-7321BC-EConocimiento y comunicaciónOne member of your professional network deserves special attention: your boss. Why? Because your boss plays a pivotal role in your success-or your failure. You can leverage your boss's influence in the organization in several ways-for example, by obtaining valuable information, winning needed resources, or securing support for your group's initiatives. If you mishandle your relationship with your boss, you might find yourself isolated and ignored...Desde 8,20 €
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Vineet Nayar and Sampark Foundation: Frugal Innovation at Scale (A) (Abridged)
Hill, Linda A.; Tedards, EmilyCaso HBS-421021-ELiderazgo y Dirección de personasIn 2005, Vineet Nayar, the former CEO and Vice Chairman of HCL Technologies, and his wife, Anupama Nayar, committed $100 million of their personal wealth to found Sampark Foundation-a grant-making philanthropy with a mission to transform learning outcomes for 20 million children in rural government schools by 2025. By 2013, it was clear that Sampark was never going to reach 20 million children by writing grants. Vineet stepped out of the corporat...Desde 8,20 €
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Vineet Nayar and Sampark Foundation: Frugal Innovation at Scale (A)
Hill, Linda A.; Tedards, EmilyCaso HBS-421015-ELiderazgo y Dirección de personasIn 2005, Vineet Nayar, the former CEO and Vice Chairman of HCL Technologies, and his wife, Anupama Nayar, committed $100 million of their personal wealth to found Sampark Foundation-a grant-making philanthropy with a mission to transform learning outcomes for 20 million children in rural government schools by 2025. By 2013, it was clear that Sampark was never going to reach 20 million children by writing grants. Vineet stepped out of the corporat...Desde 8,20 €
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BrapoTech (A): Building to Scale: A small mobile solutions company must decide how to select a smart global destination
Prats, Mª Julia; Sosna, Marc; Darsch, DaveFocused Case EFC-4-EIniciativa emprendedora, Innovación y cambio, Tecnologías de la informaciónThis FocusCase is about a small Portuguese start-up with a young founder directly out of University, which is focused on the rapidly expanding mobile market. The firm is developing innovative mobile solutions which large firms can use to do mobile business with their customers and offer them mobile applications and services (e.g. mobile banking). Within a short period of time, BrapoTech manages to work with the largest Portuguese firms in four di...Desde 8,20 €
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BrapoTech (A): diseñando una estratégia de nacimiento: Una joven empresa de soluciones para telefonía móvil debe decidir cómo globalizarse de forma inteligente
Prats, Mª Julia; Sosna, Marc; Darsch, DaveFocused Case EFC-4Iniciativa emprendedora, Innovación y cambio, Tecnologías de la informaciónEl caso se centra en una pequeña empresa portuguesa de reciente creación -cuyo joven fundador acaba de salir de la universidad- y centrada en el mercado en expansión de la telefonía móvil. La empresa desarrolla soluciones móviles innovadoras que pueden servir a las grandes empresas para hacer negocios con sus clientes y para ofrecerles aplicaciones y servicios de tecnología móvil (por ejemplo, en el ámbito de la banca). En un breve periodo de tie...Desde 8,20 €
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Managing Performance (Spanish version)
Gabarro, John J.; Hill, Linda A.Caso HBS-406S23Liderazgo y Dirección de personasEncourages managers to think critically about how to prepare for and give a performance appraisal interview. Presents frameworks for evaluating subordinates' work and suggestions for coaching them.Desde 8,20 €