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IBM and the Reinvention of High School (A): Proving the P-TECH Concept
Kanter, Rosabeth Moss; Malone, Ai-Ling JamilaCaso HBS-314049-EIBM's Corporate Citizenship office created a social and organizational innovation in public education through a business-school partnership. IBM's Stanley Litow was the key architect in designing Pathways in Technology Early College High School, known as P-TECH. The open enrollment high school located in New York City's Brooklyn was launched in 2011 through a joint partnership between IBM, City University of New York (CUNY), and the New York City...Desde 8,20 €
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IBM and the Reinvention of High School (B): Replicating & Scaling P-TECH and Partners
Kanter, Rosabeth Moss; Malone, Ai-Ling JamilaCaso HBS-314050-EIBM's Corporate Citizenship office created an innovation in public education through a business-school partnership for widespread replication and diffusion. In 2012, while P-TECH (Pathways in Technology Early College High School) was still in its first year operating, Stanley Litow, IBM's Vice President of Corporate Citizenship and Corporate Affairs and President of the IBM International Foundation, found himself overwhelmed by interested parties...Desde 5,74 €
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IBM and the Reinvention of High School (B): Replicating & Scaling P-TECH and Partners, Teaching Note
Kanter, Rosabeth Moss; Malone, Ai-Ling JamilaNota del Instructor HBS-314063-ETeaching Note for 314050.Desde 0,00 €
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IBM and the Reinvention of High School (A): Proving the P-TECH Concept, Teaching Note
Kanter, Rosabeth Moss; Malone, Ai-Ling JamilaNota del Instructor HBS-314062-ETeaching Note for 314049.Desde 0,00 €
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Procter & Gamble in the 21st Century (B): Welcoming Gillette
Kanter, Rosabeth Moss; Bird, MatthewCaso HBS-309031-EConocimiento y comunicaciónA.G. Lafley and P&G leaders decided to approach the Gillette integration differently from previous mergers. Using P&G's purpose, values, and principles (PVP) it treated the acquisition as a merger which sought to take the "best of both" from each company.Desde 5,74 €
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Procter & Gamble in the 21st Century (A): Becoming Truly Global
Kanter, Rosabeth Moss; Bird, MatthewCaso HBS-309030-EConocimiento y comunicaciónSince the 1980's, Procter & Gamble had leveraged its purpose, values, and principles (PVP) to create a global company. When P&G faced difficult times in 2000, the new CEO, A.G. Lafley, leveraged the PVP to drive P&G's turnaround, integrate global operatioDesde 8,20 €
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Still Leading Series-Issues in Transitioning to New Forms of Service Later in Life, Teaching Note
Kanter, Rosabeth Moss; Khurana, Rakesh; Honan, James P.; Malone, Ai-Ling JamilaNota del Instructor HBS-318101-EThe Still Leading case series includes an introductory note, "Still Leading (A): Issues in Transitioning to New Forms of Service Later in Life" and 10 supplementary cases that cover the transition of highly accomplished and prolific leaders (Hon. Robert McDonald, Hon. Mike Bloomberg, Gerry House, Lee Iacocca, General Claudia Kennedy, Sherry Lansing, Dr. Evelyn Murphy, Paul Newman, Hon. Colin Powell, and Louis Gossett Jr.). The Still Leading cases...Desde 0,00 €
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Procter & Gamble Brazil (A): 2 1/2 Turnarounds
Kanter, Rosabeth Moss; Bird, MatthewCaso HBS-308081-EConocimiento y comunicaciónJuliana Azevedo Schahin, a local marketing director for Procter & Gamble in Sao Paulo, had worked closely with Tarek Fahahat, a regional executive based in Caracas, to solve the growth and profitability problems of P&G Brazil. They did so through the creaDesde 8,20 €
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In Times of Trial
IESE InsightArtículo ART-1541-EGobierno corporativo, Liderazgo y Dirección de personasShort-term gain, group-think and greed combined to create the perfect storm on various directorates, precipitating the collapse of numerous companies. Would such behavior have stood up in court? We ask jury consultant Edward P. Schwartz and IESE Prof. Paddy Miller what lessons from the courtroom could be applied to the boardroom to yield a better verdict. All rise!Desde 8,20 €
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Es la hora del juicio
IESE InsightArtículo ART-1541Gobierno corporativo, Liderazgo y Dirección de personasLa búsqueda del beneficio inmediato, el pensamiento de grupo y la codicia crearon la tormenta perfecta que llevó a muchos consejos de administración y sus empresas a la ruina. ¿Habría convencido ese comportamiento en un juicio? Preguntamos al experto en jurados Edward P. Schwartz y al profesor del IESE Paddy Miller qué podrían aprender los directivos de los juicios para lograr un veredicto mejor. ¡Se abre la sesión!Desde 8,20 €