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Hewlett Packard Enterprise: The Dandelion Program
Pisano, Gary P.; Austin, Robert D.Caso HBS-617016-ELiderazgo y Dirección de personasThis case describes Hewlett Packard Enteprise's "Dandelion Program," which has developed a new service offering for the company's clients by drawing on the special talents of people with autism. The company has deployed "pods" organized around 8 or 9 employees with autism, to function as high performance mini-ecosystems, which have turned out to be 30% more effective than average service teams (in some areas). The case centers around questions of...Desde 8,20 €
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SAP SE: Autism at Work
Pisano, Gary P.; Austin, Robert D.Caso HBS-616042-ELiderazgo y Dirección de personasThis case describes SAP's "Autism at Work" program, which integrates people with autism into the company's workforce. The company has a stated objective of making 1% of its workforce people with autism by 2020. SAP's rationale for the program is based on the belief that "neurodiversity" contributes to the company's overall innovative capabilities ("We believe that innovation comes from the edges.") Thus, the program is not viewed as a subsidized ...Desde 8,20 €
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Neurodiversity as a Competitive Advantage
Austin, Robert D.; Pisano, Gary P.Artículo HBS-R1703F-EMany people with neurological conditions such as autism spectrum disorder and dyslexia have extraordinary skills, including in pattern recognition, memory, and mathematics. Yet they often struggle to fit the profiles sought by employers. A growing number of companies, including SAP, Hewlett Packard Enterprise, and Microsoft, have reformed their HR processes in order to access neurodiverse talent--and are seeing productivity gains, quality improve...Desde 8,20 €
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Surviving Your New CEO
Coyne, Kevin P.; Coyne, Edward J.Artículo HBS-R0705C-ELiderazgo y Dirección de personasThis article includes a one-page preview that quickly summarizes the key ideas and provides an overview of how the concepts work in practice along with suggestions for further reading. Almost 50% of the largest American firms will have a new CEO within the next four years; your company could very well be next. Senior executives know that a CEO transition means they're in for a round of firings, organizational reshuffles, and other unwelcome caree...Desde 8,20 €
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Cómo sobrevivir a su nuevo CEO
Coyne, Kevin P.; Coyne, Edward J.Artículo HBS-R0705CLiderazgo y Dirección de personasEste artículo incluye una vista previa de una página que resume rápidamente las ideas clave y proporciona una visión general de cómo los conceptos funcionan en la práctica, junto con sugerencias para la lectura adicional. Casi el 50% de las mayores empresas estadounidenses tendrá un nuevo director general en los próximos cuatro años; su empresa podría muy bien ser el siguiente. Los altos ejecutivos saben que una transición CEO significa que están...Desde 8,20 €
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When You've Got to Cut Costs--Now
Coyne, Kevin P.; Coyne, Shawn T.; Coyne, Edward J.Artículo HBS-R1005E-EServicios y operacionesYou've been ordered to reduce overhead by 10%, 20%, or even (wince) 30%. How do you do it? First, don't expect to reach your target with a single big idea; you'll need a combination of 10 or more separate actions. Second, match the kinds of opportunities you examine and implement to the degree of cost-reduction required. To cut 10%, use an incremental approach-for instance, reduce spending on department management, hold down pay increases, and re...Desde 8,20 €
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Cuando llega el momento de reducir costos
Coyne, Kevin P.; Coyne, Shawn T.; Coyne, Edward J.Artículo HBS-R1005EServicios y operacionesUsted ha recibido la orden de reducir los gastos generales en un 10%, 20%, o incluso (mueca de dolor) 30%. ¿Cómo lo haces? En primer lugar, no esperes a llegar a su destino con una sola gran idea; usted necesitará una combinación de 10 o más acciones separadas. En segundo lugar, haga coincidir los tipos de oportunidades de examinar y poner en práctica con el grado de reducción de costos requerida. Para cortar un 10%, utilizar un enfoque gradual, ...Desde 8,20 €