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Enterprise 2.0: How a Connected Workforce Innovates
McAfee, Andrew; Raman, Anand P.Artículo HBS-R0912H-EIn this conversation with HBR senior editor Anand P. Raman, McAfee, a principal research scientist at the MIT Sloan School of Management's Center for Digital Business, explains why Enterprise 2.0 tools - wikis, tags, Twitter, Google searches, and the like - are transforming companies' innovation processes. Procter & Gamble, for instance, uses its Connect + Develop website not only to publicize what it knows and what it can do but to highlight wha...Desde 8,20 €
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The New Frontiers
Raman, Anand P.Artículo HBS-R0907U-EDirección estratégicaThe emerging markets have cooled off lately, but they're still growing, even as the rest of the world shrinks. That's one reason why developing countries - and the companies based there - will become more formidable players in the future. A second is that companies on the frontiers saw the downturn coming from developed countries and revised their strategies. They're innovating and improving operations aggressively, while their governments implem...Desde 8,20 €
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Las nuevas fronteras
Raman, Anand P.Artículo HBS-R0907UDirección estratégicaLos mercados emergentes han enfriado últimamente, pero todavía están en crecimiento, así como el resto de los psiquiatras mundo. Esa es una razón por qué los países en desarrollo - y las empresas de base no - serán más formidables jugadores en el futuro. Una segunda es que las empresas en las fronteras vieron la recesión procedente de los países desarrollados y revisaron sus estrategias. Están innovando y mejorar las operaciones de forma agresiva...Desde 8,20 €
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How China Reset Its Global Acquisition Agenda
Williamson, Peter J.; Raman, Anand P.Artículo HBS-R1104K-EChina's economic progress has been so dazzling that people often forget that China, Inc. has seen its share of failures too. Just look at the first cross-border acquisitions that Chinese companies made. Many of those high-profile deals-including TCL's acquisition of France's Thomson, SAIC's takeover of South Korea's Ssangyong Motor Company, and the D'Long Group's purchase of America's Murray, Inc.-ended badly. But for the Chinese, failure is not ...Desde 8,20 €
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Cómo China cambió su agenda global de adquisiciones
Williamson, Peter J.; Raman, Anand P.Artículo HBS-R1104KDirección estratégicael progreso económico de China ha sido tan deslumbrante que la gente a menudo se olvidan de que China, Inc. ha visto su cuota de fracasos también. Basta con mirar a las primeras adquisiciones transfronterizas que las empresas chinas hicieron. Muchas de estas ofertas, incluyendo la adquisición de alto perfil de TCL de Thomson de Francia, adquisición de Ssangyong Motor Company de Corea del Sur de SAIC, y la compra de Murray de América del largo del...Desde 8,20 €
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Por qué no intentamos ser la compa a más respetada de India
Murthy, N.R. Narayana; Raman, Anand P.Artículo HBS-R1111DConocimiento y comunicaciónPuede que no parece ser uno, pero es bastante Murthy la contraria. En un momento en que pocos indios dicen que podrían convertirse en empresarios, fundó Infosys con sólo $ 1.000. Cuando nadie cree que la India podría competir en el campo de alta tecnología, se atrevió a desarrollar servicios de software para la exportación. En una época en que casi nadie en la India llevó a cabo negocios de manera ética, que se dispuso a crear una sociedad basada...Desde 8,20 €
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"Why Don't We Try to Be India's Most Respected Company"
Murthy, N.R. Narayana; Raman, Anand P.Artículo HBS-R1111D-EHe may not appear to be one, but Murthy is quite the contrarian. At a time when few Indians felt they could become entrepreneurs, he founded Infosys with just $1,000. When no one believed that India could compete in the high tech arena, he dared to develop software services for export. In an era when hardly anyone in India conducted business ethically, he set out to create a values-based corporation. Over his 30-year tenure, Murthy has largely su...Desde 8,20 €
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The Great Decoupling
Brynjolfsson, Erik; McAfee, Andrew; Raman, Anand P.Artículo HBS-R1506D-ELiderazgo y Dirección de personasToday's digital innovations are doing for brainpower what the steam engine, and related, technologies did for muscle power during the Industrial Revolution. They're allowing us to rapidly overcome limitations and open up new frontiers, say Erik Brynjolfsson and Andrew McAfee, who have studied the impact of technologies on economies for years. The two MIT professors believe this transformation will create abundance. But they warn that there may be...Desde 8,20 €
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Don't Integrate Your Acquisitions, Partner with Them (Spanish version)
Kale, Prashant; Singh, Harbir; Raman, Anand P.Artículo HBS-R0912MDirección estratégicaA takeover usually signals the demise of one of the two corporations involved in the tussle - no prizes for guessing which one. Breaking with this practice, some companies from emerging markets are preserving the identity of companies they've taken over and giving them near-total autonomy. The acquirers (the AV Birla Group, the Mahindra group, and the Tata group in India; the Ulker Group in Turkey; and AmBev in Brazil, among others) have also ret...Desde 8,20 €
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Don't Integrate Your Acquisitions, Partner with Them
Kale, Prashant; Singh, Harbir; Raman, Anand P.Artículo HBS-R0912M-EDirección estratégicaA takeover usually signals the demise of one of the two corporations involved in the tussle - no prizes for guessing which one. Breaking with this practice, some companies from emerging markets are preserving the identity of companies they've taken over and giving them near-total autonomy. The acquirers (the AV Birla Group, the Mahindra group, and the Tata group in India; the Ulker Group in Turkey; and AmBev in Brazil, among others) have also ret...Desde 8,20 €