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Samsung: ¿hasta dónde arriesgar en innovación?
IESE InsightArticle ART-2597Innovation and Change, Leadership and People ManagementHace unos años Samsung decidió cambiar de estrategia y dejar de seguir a la competencia. Pero es más fácil decidirlo que hacerlo, como comprobó su equipo europeo de innovación en el desarrollo de tres nuevos productos. Henrik Werdelin, socio director de Prehype, Michael Boneham, director de Boneham Consulting y expresidente de Ford India, e Ignacio Aso, del área de desarrollo de negocio en Unify, aportan su punto de vista.Starting at €8.20
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IESE Insight. Número 11. Cuarto trimestre 2011
IESE InsightMagazine REV-25Economics, Entrepreneurship, Information Technologies, Innovation and Change, Leadership and People Management, Service and Operations Management, StrategyExisten mejores caminos para gestionar la carrera profesional que los que hemos seguido hasta ahora. Douglas T. Hall y Elana R. Feldman (Universidad de Boston) animan a las empresas a que ayuden a los empleados a alcanzar sus sueños y encuentren un significado a su vida personal y profesional. La profesora del IESE Mireia Las Heras describe varios recursos con los que impulsar el desarrollo profesional y personal en nuestras empresas: flexibilida...Starting at €22.00
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IESE Insight. Issue 15. Fourth Quarter 2012
IESE InsightMagazine REV-36-EAccounting and Control, Business Ethics and Corporate Social Responsibility, Economics, Entrepreneurship, Finance, Innovation and Change, Knowledge and Communication, Leadership and People Management, Marketing, StrategyClaus Rerup (Richard Ivey School of Business) presents a framework for companies to improve their capability to pick up on signals that impending crises give off before they happen. The corporate communications consultant Alfonso González-Herrero looks at the key issues that companies must address, with forecasting and planning, in order to safeguard their reputations. IESE's José R. Pin provides a guide to help managers lead and communicate, so ...Starting at €22.00
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Raju Ketkale (A): Leading Toyota's Manufacturing Turnaround in India
Bharadwaj, Priyanka; Raes, AnneloesCase DPO-369-ELeadership and People ManagementIn early 2013, only two years after building its second plant for the production of the Etios model, Toyota Kirloskar Motor (TKM) - the Indian subsidiary of Toyota Motor Corporation, Japan (TMC) - was struggling to make profits. Within the first year of the plant setup, TKM undertook an ?8 billion (Indian rupee) expansion project to double its production capacity to 210,000 cars/year. Soon after this expansion, the demand for the Etios drasticall...Starting at €8.20
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Raju Ketkale (B): Leading Toyota's Manufacturing Turnaround in India
Bharadwaj, Priyanka; Raes, AnneloesCase DPO-370-ELeadership and People ManagementIn early 2013, only two years after building its second plant for the production of the Etios model, Toyota Kirloskar Motor (TKM) - the Indian subsidiary of Toyota Motor Corporation, Japan (TMC) - was struggling to make profits. Within the first year of the plant setup, TKM undertook an ?8 billion (Indian rupee) expansion project to double its production capacity to 210,000 cars/year. Soon after this expansion, the demand for the Etios drasticall...Starting at €5.74
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Kantha Bopha Children's Hospitals: Dr. Beat Richner's Lifework
Olivares, Ignacio; Kase, KimioCase SM-1548-EBusiness Ethics and Corporate Social Responsibility, Leadership and People ManagementDr. Beat Richner, a 62-year-old Swiss pediatrician, set up children's hospitals in 1991 at the behest of the Cambodian King after the devastation brought about by the civil war. By 2009 he has managed to open and run four of them, both in Phnom Penh and Siem Reap. They are almost entirely dependent on private donations, which, collected through his cello concerts and the Kantha Bopha Foundation, largely come from Europe and other parts of the wo...Starting at €8.20
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Employer branding en Siemens: ¿quién lidera la marca (A)
Oliver, Xavier; Sastre Boquet, IsaacCase M-1368Innovation and Change, Leadership and People Management, MarketingEn 2015, Siemens se enfrentaba a una crisis de reclutamiento. En un momento en que la digitalización y la ciencia de datos eran claves para la ingeniería, se vio compitiendo con empresas como Google, Apple o Microsoft, mucho más atractivas para trabajar. De hecho, una encuesta de la propia compañía reveló que casi todos sus grupos de interés la veían como una empresa anticuada, poco atractiva y conservadora, una imagen que no reflejaba el trabajo...Starting at €8.20
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Hella India Lighting Limited: Transforming Human Resources
Akhil Pratap Singh; Raghav GargCase IVEY-9B19C016-ELeadership and People Management, StrategyStriving for Great Place to Work (GPTW) culture enabled Hella India Lighting Limited (HIL), a company that manufactured automotive lighting, to recover from huge losses and become profitable. Although the company’s German management had decided to stop further investment in India after the setback of the 2008 recession, in 2018 HIL became the number one Hella location worldwide. It was also recognized as one of the best places to work at the nati...Starting at €8.20
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Dolce & Gabbana: Racism, Stereotypes, or Being Funny
Ann Peng; Jiya HaiCase IVEY-9B20C004-ELeadership and People Management, StrategyOn November 21, 2018, the Italian luxury fashion brand Dolce & Gabbana (D&G) cancelled a show that was scheduled to take place in Shanghai, China, after controversial video advertisements and private Instagram messages, allegedly sent by Stefano Gabbana himself, went viral. The videos were seen by many to be racist, and they resulted in subsequent boycotts by Chinese celebrities and consumers. As D&G struggled to regain market share in China and ...Starting at €8.20
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Siemens Employer Branding: Who Owns the Brand (A)
Oliver, Xavier; Sastre Boquet, IsaacCase M-1368-EInnovation and Change, Leadership and People Management, MarketingIn 2015, Siemens was facing a recruitment crisis. In an era in which digitization and data science were key in engineering, it found itself competing for talent against the likes of Google, Apple and Microsoft, while being perceived as a much less attractive place to work than those hotshot companies. After carrying out a survey, Siemens discovered that it was seen by nearly all stakeholders as an old-fashioned, unattractive and conservative comp...Starting at €8.20