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The Principles of Networking
Ferraro, FabrizioNota técnica SMN-674-EInnovación y cambio, Liderazgo y Dirección de personasThe ability to develop, nurture and leverage your social network is essential to become effective leaders. Despite the fact that we have known this simple fact for many years, we have only recently started to explore what networking really is, and what are its best practices. Much research in social psychology, sociology, and organization theory has explored how human relationships develop and much of this research can be leveraged to understand ...Desde 8,20 €
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The Music Industry in the 2020s
Vroom, Govert; Deshmane, Abhishek; Sastre Boquet, IsaacNota técnica SMN-706-EDirección estratégica, Innovación y cambioSince the emergence of digital technologies in the 1990s the music industry has been in a state of constant disruption. In a world where multiple media compete for the attention of individuals through multiple channels, the ways people all over the world are now creating, distributing, and consuming music seem to be more diverse than ever. This note describes the current state of the industry, the value chain, its actors (artists, music labels, d...Desde 8,20 €
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Los agujeros negros y otros cambios disruptivos: El desafío de decidir y ejecutar estrategias ganadoras en mercados inestables
Huete, Luis María; Escario, Carlos; García Arevalillo, JavierNota técnica SMN-698Dirección estratégicaEn este documento se explican varios fenómenos de cambio disruptivo en los mercados como el que hemos bautizado como "agujero negro", los modelos de negocio colaborativos y la tendencia al coste marginal cero en la producción de nuevos productos y servicios. Aunque sean cambios competitivos que se han dado en diversas ocasiones en el pasado, nuestra tesis sostiene que los contextos tecnológico y socioeconómico van a provocar que cada vez se produ...Desde 8,20 €
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Protocol: Regulation or Framework Agreement
Tàpies, JosepNota técnica SMN-684-EGobierno corporativoWhen a family business begins to manage the relationship between the family and the business it owns, it must not (or should not) try to start regulating issues relating to work, money, power, or status without first making certain that all members reach a consensus on these four questions: " Why do we want to form a family business? " What family business model would we like to have in terms of the roles that family members will take within it? ...Desde 8,20 €
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Strategy in the 21st Century: Business Models in Action
Ricart, Joan EnricNota técnica SMN-685-EDirección estratégicaThis document shows the benefits of representing business models as connected choices and consequences, establishing value-creating virtuous cycles. The approach successfully addresses the variability of contexts and dynamic interactions, becoming a useful and practical tool for capturing the essence of corporate strategy in the 21st century.Desde 8,20 €
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Can the board of directors be an effective team?
Canals, JordiNota técnica SMN-709-EDirección estratégica, Gobierno corporativoThis technical note discusses whether boards of directors can be effective teams to help govern the company. Most of the literature in this area deals with the board structure and composition. This note presents the key attributes of boards as human groups, the dynamics of effective groups decision-making and the cognitive and behavioral biases that diminish board effectiveness.Desde 8,20 €
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Visualizing Your Social Network
Ferraro, Fabrizio; Tortoriello, MarcoNota técnica SMN-687-EDirección estratégicaThe technical note provides different options for visualizing one's social network. Drawing a picture of your social network, and of the broader social network in your company, might help you go beyond a simplistic view of what your contacts are (Who do you know?) and think about how the people in your company are connected to each other (your indirect contacts).Desde 8,20 €
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The Family Office
Chiner, Alfonso; Tàpies, JosepNota técnica SMN-669-EGobierno corporativoThe term "family office" may refer to a number of different methods for organizing and managing a family's resources that are no longer tied up in the core business - the family's operational business activities - in addition to providing services to family members. During the early years of the family business, it is common for the founder to rely on someone he or she trusts - for example, the company accountant - to deal with personal issues as...Desde 8,20 €
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Family Business Ownership Training
Tàpies, Josep; Rus, SalvadorNota técnica SMN-668-ELiderazgo y Dirección de personasAs the shareholder base in a family business becomes more fragmented, there will be differences of all kinds among shareholders. Some will have university degrees, others will have only a high school education, and some may not meet even minimum training requirements. These particular circumstances should not be a source of disagreements or discrepancies among family members, because they all have one thing in common: they share partial ownership...Desde 8,20 €
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Boards of Directors in the COVID-19 Crisis: Some Reflections on Their Challenges and Responsibilities
Canals, JordiNota técnica SMN-703-EGobierno corporativoThis note highlights some key dimensions and decisions of boards of directors in facing a deep crisis, such as Covid-19. It reviews and makes suggestions on how to save the company from adverse circumstances and general uncertainty.Desde 8,20 €