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Negotiation and Digitalization: Keys for Closing Agreements Successfully in the Digital Age
Barrachina, Alberto; Stein, Guido; Mehta, KandarpNota técnica NEGN-5-EDirección estratégica, Liderazgo y Dirección de personas, Tecnologías de la informaciónNegotiations can be very different in nature; for example, face-to-face, in a team, multilateral, incorporating significant multicultural elements, and also those in which the new communication technologies play an important part. In companies and other organizations, negotiations are increasingly conducted online . In this technical note, we analyze the types of online communication within the context of the pairing that permeates our lives: spa...Desde 8,20 €
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Leading Transformation with an Agile Philosophy: The Challenge of Coordinated Anarchy
Stein, Guido; Barrachina, Alberto; Pin Arboledas, José RamónNota técnica DPON-163-EInnovación y cambio, Liderazgo y Dirección de personas, Tecnologías de la informaciónThis technical note explores some organizational and managerial features of the era of ?constant transformation.? Since we have perhaps waited too long to begin transforming, it is now time to modify our approach to transformation, putting people first, given that new digital technology must be approached from the outside in order to lead in it with a sense of reality, always reaching beyond the merely digital or virtual reality. The imperatives ...Desde 8,20 €
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ROADLAW Case (B): Manuel Binio, Partner
Stein Martínez, Guido; Mehta, Kandarpkumar Harsiddhbhai; Barrachina, AlbertoCaso NEG-19-EDirección estratégica, Liderazgo y Dirección de personasThree partners (two professional and one strictly financial) decide to establish a boutique law firm called ROADLAW that will focus on a particular sector, with two business areas: the pharmaceutical industry and restructuring. At first, everything seems to bode well for the future of the project. A draft partnership agreement is prepared but never formally concluded. When problems arise between the two professional partners, the situation become...Desde 5,74 €
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ROADLAW Case (A): Santiago Jover, Partner
Stein Martínez, Guido; Mehta, Kandarpkumar Harsiddhbhai; Barrachina, AlbertoCaso NEG-18-EDirección estratégica, Liderazgo y Dirección de personasThree partners (two professional and one strictly financial) decide to establish a boutique law firm called ROADLAW that will focus on a particular sector, with two business areas: the pharmaceutical industry and restructuring. At first, everything seems to bode well for the future of the project. A draft partnership agreement is prepared but never formally concluded. When problems arise between the two professional partners, the situation become...Desde 8,20 €
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Fashion Garb Company: Confidential Information for the Digital Director
Soto Cantero, Ismael; Mehta, Kandarp; Barrachina, Alberto; Stein, GuidoCaso NEG-21-EFashion Garb Company is a case study, divided into two parts, that focuses on the conflict between the Fashion Garb company's Digital Department and Department of Strategy in adapting the company's strategy design to a new digital perspective. The case study can be understood as a study of inter-departmental conflict negotiation within a company. Faced with the transformation of the market, which had begun to cater to more digitally-adept consume...Desde 8,20 €
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Fashion Garb Company: General Information
Soto Cantero, Ismael; Mehta, Kandarp; Barrachina, Alberto; Stein, GuidoCaso NEG-20-EFashion Garb Company is a case study, divided into two parts, that focuses on the conflict between the Fashion Garb company's Digital Department and Department of Strategy in adapting the company's strategy design to a new digital perspective. The case study can be understood as a study of inter-departmental conflict negotiation within a company. Faced with the transformation of the market, which had begun to cater to more digitally-adept consume...Desde 8,20 €
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Fashion Garb Company: Negotiation Outcomes
Soto Cantero, Ismael; Mehta, Kandarp; Barrachina, Alberto; Stein, GuidoCaso NEG-24-EFashion Garb Company is a case study, divided into two parts, that focuses on the conflict between the Fashion Garb company's Digital Department and Department of Strategy in adapting the company's strategy design to a new digital perspective. The case study can be understood as a study of inter-departmental conflict negotiation within a company. Faced with the transformation of the market, which had begun to cater to more digitally-adept consume...Desde 8,20 €
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Fashion Garb Company: Confidential Information for the Director of Operations
Soto Cantero, Ismael; Mehta, Kandarp; Barrachina, Alberto; Stein, GuidoCaso NEG-23-EFashion Garb Company is a case study, divided into two parts, that focuses on the conflict between the Fashion Garb company's Digital Department and Department of Strategy in adapting the company's strategy design to a new digital perspective. The case study can be understood as a study of inter-departmental conflict negotiation within a company. Faced with the transformation of the market, which had begun to cater to more digitally-adept consume...Desde 8,20 €
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Fashion Garb Company: Confidential Information for the Chief Strategy Officer
Soto Cantero, Ismael; Mehta, Kandarp; Barrachina, Alberto; Stein, GuidoCaso NEG-22-EFashion Garb Company is a case study, divided into two parts, that focuses on the conflict between the Fashion Garb company's Digital Department and Department of Strategy in adapting the company's strategy design to a new digital perspective. The case study can be understood as a study of inter-departmental conflict negotiation within a company. Faced with the transformation of the market, which had begun to cater to more digitally-adept consume...Desde 8,20 €
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Agility Properly Understood and Better Implemented: The Digital Revolution: From Methodologies to People
Stein, Guido; Barrachina, AlbertoNota técnica DPON-162-EInnovación y cambio, Liderazgo y Dirección de personas, Tecnologías de la informaciónCompanies need to take a more dynamic approach to decision-making and ensure that the decisions they take are right more often that they are wrong. This is only possible if we learn better and faster. We have gone from being knowledge workers to being learning workers. The pursuit of consensus is no longer just an organizational priority; now accord arises from the creation of "organisms" or communities where knowledge and its real application ar...Desde 8,20 €