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Let Me Take You Down (Spanish version)
Kersten, E. L.; Buchanan, Leigh; Morse, GardinerArtículo HBS-F0403CLiderazgo y Dirección de personasE. Lawrence Kersten thinks corporate America could use a good dose of demotivation. Carrying products that promise to "unleash the power of mediocrity," Kersten's company, Despair Inc., has just the ticket.Desde 8,20 €
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A Manager's Guide to Augmented Reality
Porter, Michael E.; Heppelmann, James; Harvard Business Review; Jouret, Guido; Morse, GardinerArtículo HBS-R1706B-ETecnologías de la informaciónWhile the physical world is 3-D, most data is trapped on 2-D pages and screens. This gulf between the real and digital worlds limits our ability to exploit the volumes of information available to us. Augmented reality, a set of technologies that superimposes digital data and images on physical objects, is closing this gap. By putting information directly into the context in which we'll apply it, AR increases our ability to absorb and act on it. A...Desde 8,20 €
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How Presidents Persuade (Spanish version)
Gergen, David; Morse, GardinerArtículo HBS-F0301DLiderazgo y Dirección de personasDavid Gergen, adviser to presidents Nixon, Ford, Reagan, and Clinton, knows a thing or two about how leaders get their messages across. In this edited e-mail interview with HBR's Gardiner Morse, Gergen discusses the power of persuasion and the theatrics of communicating well.Desde 8,20 €
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La entrevista HBR: Prestar asesor a de excelencia
Wasserstein, Bruce; Stewart, Thomas A.; Morse, GardinerArtículo HBS-R0801GDirección estratégicaPocos negociadores han estado en él todo el tiempo, y en un nivel tan alto, como Bruce Wasserstein, el presidente y CEO de la firma de asesoría y gestión de activos financieros Lazard. En esta entrevista editada, dos editores de HBR explorar cómo se crea valor como gerente, como un negociador, y como consejero para los CEOs. Wasserstein, que ha sido una figura importante en las fusiones y adquisiciones por más de 30 años, habla de atraer y gestio...Desde 8,20 €
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Confidence Doesn't Always Boost Performance
Moore, Don A.; Morse, GardinerArtículo HBS-F2006B-EConocimiento y comunicaciónA team of researchers found that people who were optimistic about their abilities scored no better than people who doubted themselves on a wide range of tests. And overconfidence, it seems, may even impair performance, especially if it leads to a lack of preparation.Desde 8,20 €
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Historian Geoffrey Jones on why knowledge stays put
Jones, Geoffrey G.; Morse, GardinerArtículo HBS-F0807H-EDirección estratégicaA business historian reminds us that since the nineteenth century, predictions about globalization have been reliably wrong. Despite technology for the fast diffusion of knowledge, information-like wealth-seems to be concentrating even further.Desde 8,20 €
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The Power of Unwitting Workers
Morse, GardinerArtículo HBS-F0910C-ETecnologías de la informaciónOrganizations are tapping people's mental and physical energy on the sly and using it to power lights, digitize books, and do other work. Are they simply putting "wasted" energy to good use or extracting value they should be paying for?Desde 8,20 €
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Retail Isn't Broken. Stores Are
Johnson, Ron; Morse, GardinerArtículo HBS-R1112D-EWhen Johnson joined Apple, in 2000, as the senior vice president for retail, conventional wisdom held that a computer maker couldn't sell computers. Johnson promptly tossed out the retailing rule book and built the Apple Store from scratch. "The Apple Store succeeded not because we tweaked the traditional model," Johnson says. "We reimagined everything." Today, Apple stores are the highest performing stores in the history of retailing. In Novembe...Desde 8,20 €
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Designing a Bias-Free Organization
Bohnet, Iris; Morse, GardinerArtículo HBS-R1607D-ELiderazgo y Dirección de personasMost diversity training programs are a waste of money, says Iris Bohnet. Companies often conduct programs without ever measuring their impact. And unfortunately, research on their effectiveness shows they seldom change attitudes, let alone behavior. The solution? Focus on processes, not people. Behavioral science tells us that it's very hard to eliminate our biases, but we can redesign organizations to circumvent them. Behavioral design makes it ...Desde 8,20 €
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Set Up to Fail: Economist Paul Ormerod on Strategy and Extinction
Ormerod, Paul; Morse, GardinerArtículo HBS-F0706G-EDirección estratégicaMost organizations bend over backward to avoid failure. They shouldn't, says economist Paul Ormerod. History shows that failure and success are inherently random, so firms should innovate and adapt.Desde 8,20 €